Module 7: Textbook Material Flashcards
The principles of management are drawn from three specific
areas -
(A) Controlling, Planning, and Leading
(B) Leadership, entrepreneurship, and strategic management
(C) Planning, leadership, and tactical management
(D) Tactical, strategic, and leadership management
(B) Leadership, entrepreneurship, and strategic management
Individuals and organizations who are actively involved in the organization or whose interests may be positively or negatively affected as a result of what the organization does.
(A) Shareholders
(B) Stakeholders
(C) Employees
(D) Managers
(B) Stakeholders
The measurement of business performance along social, environmental, and economic dimensions.
(A) Triple bottom line
(B) Triple top line
(C) Prosperity
(D) Line item reconciliation
(A) Triple bottom line
The difference between an organization’s revenues and its costs in a given period of time.
(A) Business profit
(B) Profit and Loss
(C) Accounting profit
(D) Business snapshot
(C) Accounting profit
The things that you have to do as part of your job and its job description.
(A) In-role performance
(B) Job role
(C) Inside performance
(D) Leadership role
(A) In-role performance
Voluntary behaviors employees perform to help others and benefit the organization.
(A) Organizational management behaviors
(B) Organizational role behaviors
(C) Organizational citizenship behaviors
(D) Organizational leadership behaviors
(C) Organizational citizenship behaviors
A collection of individuals who interact with each other such that one person’s actions have an impact on the other informal groups.
Group
Any aspect of a group interaction that inhibits group functioning.
Process loss
A cohesive coalition of people working together to achieve mutual goals.
Team
The relatively stable feelings, thoughts, and behavioral patterns a person has.
Personality
The Big Five Personality Traits are:
Openness Conscientiousness Extraversion Agreeableness Neuroticism
Spells OCEAN
A belief that one can perform a specific task successfully.
Self-efficacy
The degree to which a person has overall positive feelings about oneself.
Self-esteem
A person’s inclination to fix what is wrong, change things, and use initiative to solve problems.
Proactive personality
Formalized the principles of scientific management and is most famous for his “time studies,” in which he used a stopwatch to time how long it took a worker to perform a task.
Frederick Taylor
Most famous for their “motion studies,” in which they photographed workers’ hand motions at slow speeds. They then carefully analyzed the motions and removed unnecessary ones. These motion studies were preceded by timing each task, so the studies were called “time and motion studies.”
Frank and Lillian Gilbreth
Writer who was critical of the principles of “Taylorism,” which tended to dehumanize workers. He raised awareness about the awful conditions of the meatpacking industry in his 1906 book, The Jungle.
Upton Sinclair
Pioneered a new theory of leadership that addressed the need for leaders to have vision and to communicate that vision.
Warren Bennis
A measure of performance that serves to predict where the organization is going, in terms of performance.
Leading indicator
A measure of performance that tells you in real-time that the organization is on track.
Pacing indicator
A measure of performance that shows how well the firm has done historically.
Lagging indicator
Management strategy that reflects the aim of tying the organization’s human capital, its people, into the mission and vision.
Strategic human resources management (SHRM)
A particular bundle of resources and capabilities that provides unique competitive advantages to the firm.
Core competencies
