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Gr. 12 Business Leadership > Quiz for lesson 4-6 > Flashcards

Quiz for lesson 4-6 Flashcards

1
Q

Job satisfaction

A

Job satisfaction is the sense of fulfilment and the pride felt by people who enjoy their work and do it.

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2
Q

Two-Factor Theory

A

In 1959, Frederick Herzberg concluded that job satisfaction and job dissatisfaction are independent factors. His research found that certain factors in the workplace cause job satisfaction, while a separate set of factors cause disatisfcation.

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3
Q

What aer the 2 factors?

A

Motivators and Hygiene

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4
Q

Motivators

A

motivators are sources of job satisfaction such as recognition, responsibility, meaningful and interesting work, opportunities for advancement, and personal growth.

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5
Q

Hygiene

A

(2) Hygiene which are sources of job dissatisfaction such as working conditions, relationships with co-workers, policies, supervisor behaviour, job security, wages, and benefits.

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6
Q

Job Performance

A

If you are a fan of The Simpsons, you will know that the nuclear power plant where Homer works is definitely lacking in motivators.
An absence of job satisfaction can lead to motivation, poor job performance, stress, dress, absenteeism, and high turnover.

-When the managers of organizations are able to provide employees with high motivators and positive hygiene factors, the results will be job satisfaction and high job performance.

-J ob satisfaction will also lead to organizational commitment. If employees feel loyal and committed to the business for which they are working, they may be willing to tolerate temporary dissatisfaction with a particular job or task due to high satisfaction with the organization as a whole. However, if dissatisfaction spreads to the organization itself, the employee is more likely to quit.

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7
Q

Team:

A

A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for its accomplishment

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8
Q

Teamwork

A

The process of people actively working together to accomplish common goals

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9
Q

Team & Teamwork Roles For Managers

A

Supervisor
Network facilitator:
Participant:
External Coach:

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10
Q

Supervisor

A

serving as the appointed head of a work unit

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11
Q

Network facilitator:

A

acts as catalyst or
mediator as needed

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12
Q

Participant

A

serving as a helpful contributing member of the team.

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13
Q

External Coach:

A

is a mentor to help develop team members’ skills

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14
Q

Usefulness of Teams:

A

More resources for problem solving
Improved creativity and innovation
Improved quality of decision making
Greater commitments to tasks
Higher motivation through collective action
Better control and work discipline
More individual need satisfaction

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15
Q

Types of Teams in Organizations

A

Formal Teams:
2) Informal Groups:
3) Virtual Teams:

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16
Q

Formal Teams:

A

Teams that are officially recognized and supported by the organization for specific purposes
May appear on the organization chart
A functional team is a formally designated work team with a manager or team leader

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17
Q

2) Informal Groups:

A

Not recognized on organization charts
Not officially created to serve an organizational purpose
Emerge as part of the informal structure and from natural or spontaneous relationships among people

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18
Q

Virtual Teams:

A

These individuals do not meet face-to-face; rather, they work together and solve problems using computer technology
Sometimes called …
Computer-mediated groups
Electronic group networks

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19
Q

Committees:

A

Usually operate with an ongoing purpose
Membership may change over time

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20
Q

Task Forces:

A

Usually operate on a more temporary basis
Official tasks are very specific and time defined
Often disbands after task is completed

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21
Q

How Do Teams Work?: Effective Teams:

A

Achieve and maintain high levels of task performance
Achieve and maintain high levels of member satisfaction
Retain viability for the future

22
Q

How Do Teams Work?: Norms of an effective team

A

Behavior expected of team members.
Rules or standards that guide behavior.
May result in team sanctions.

23
Q

How Do Teams Work?: Performance Norms:

A

The level of work effort and performance that team members are expected to contribute to the team task.

24
Q

How Do Teams Work?: Cohesiveness

A

The degree to which members are attracted to and motivated to remain part of a team.

Can be beneficial if paired with positive performance norm

25
Q

What Can Go Wrong In Teams?

A

Social Loafing:
Common problems:

26
Q

Social Loafing:

A

“Free riders” who slack off because responsibility is diffused and others are present to do the work.

27
Q

Common problems:

A

Personality conflicts
Differences in work styles
Task ambiguity
Poor readiness to work

28
Q

Synergy

A

The creation of a whole that is greater than the sum of its parts

A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise

29
Q

What is a trait

A

a distingushed quality (as a personal charcter),

30
Q

EMOTIONAL STABILITY

A

Definition: It is what influences our ability to manage stress, resist ofe national impulses and, adapt to new changes in life.

Example: A person with emotional stability, after being stuck in traffic and running late for a meeting, stays calm and composed, whereas someone with low emotional stability might get anxious or frustrated, letting the situation affect their mood for the rest of the day.

31
Q

Drive

A

Drive is a passion to strive towards a goal as in someone is driven to run a marathon or driven to like someone or hate. Drive can be attributed both Physically or Emotionally. Example: Usain Bolt having the drive to run the race.

32
Q

MOTIVATION

A

Motivation is when an individual is driven to a goal based on a reward. This can be such as satisfaction or working towards a goal and motivated to get there.

-A student athlete working hard to become an Olympic champion
Working in a group setting to create a product, with the “leader” of the group the person taking initiative of leading the project and motivating others to produce their best work

33
Q

HONESTY & INTEGRITY

A

Honesty
→Being truthful and transparent in one’s actions
→Integrity
→Adhering to strong moral code and principles

→ie) Being truthful that you’re unable to adhere to a deadline within a timely matter because I was busy planning my wedding (taking responsibility and accountability for your actions)

34
Q

SELF CONFIDENCE

A

Having a positive attitude towards your skills and abilities
Positive view of yourself
Recognizing your worth
Believes they can accomplish their wishes and future goals
Having a sense of control
Truly believing that you can conquer any obstacle in life
Trusting in yourself and your abilities
Example:
John was giving a presentation, by captivating the audience with ease and clarity. He handled unexpected questions with ease, relying on his preparation and knowledge. John’s confident attitude drew great reviews and confirmed his belief in himself.

35
Q

COGNITIVE ABILITY

A

skills your brain uses to complete essential day-to-day tasks like thinking, learning, reading, remembering, speaking, listening and paying attention.

ex:
Memory Attention
Visual and auditory Processing
Analysing Problems and Finding Solutions
Critical Thinking
Processing Speed and Learning
Recognising Patterns
Communication, Verbal Reasoning and Language
Thinking and Logical Reasoning
Brainstorming and Problem Solving

36
Q

KNOWLEDGE OF THE BUSINESS

A

Business acumen refers to a person’s skill in understanding and managing business situations. It involves both general knowledge and organization-specific insight into how and why things are done. This quality is essential for leadership and is reflected in the questions a person asks and the decisions they make.

Example or skills to apply:
Building trust
Empathizing
Communication
Solving problems
Managing time wisely and productively
Maintaining consistency
Adaptability
Motivating employees
Taking initiative

37
Q

Leadership Theories

A
  1. Trait Theory
  2. Behavioral Theory
  3. Transformational Theory
  4. Situational Theory
  5. Servant Leadership
38
Q
  1. Trait Theory
A

Some people are born with the qualities needed to be effective leaders

39
Q
  1. Behavioral Theory
A

Leadership is based on a leader’s ability to demonstrate the right skills and behaviors.

40
Q
  1. Transformational Theory
A

Leaders inspire and motivate followers toward change and personal growth.

41
Q
  1. Situational Theory
A

Leaders adjust their style depending on the needs of the situation and followers.

42
Q
  1. Servant Leadership
A

The leader prioritizes serving others to help them grow and succeed.

43
Q

Teams often consist of members who take on different roles, such as:

A

Leader (organizes and motivates the group)
Thinker (generates ideas)
Doer (executes tasks)
Supporter (encourages and assists others)

44
Q

Difference between boss and leader

A

Boss- drives employees, commands, takes credit, depends onf authority
Leader-Fixes breakdowns, coaches employees, shows ppl how its done

45
Q

Leadership styles

A

Autocratic, Democratic, Laissez-
Faire, Collaborative, Charismatic

46
Q

Autocratic

A

A leader makes decisions independently with little input from others.

47
Q

Democratic

A

A leader works closely with the team, ensuring strong teamwork and shared decision-making.

48
Q

Laissez-Faire

A

A hands-off approach where the leader provides minimal direction and allows team members to make decisions.

49
Q

Charismatic

A

A leader uses their charm and appeal to inspire and motivate their followers.

50
Q

Collaborative

A

A leader encourages group participation and decision-making from all team members.

51
Q

he Old Leadership Paradigm ~ The Head Buffalo and the Herd
*Read the story and reflect/discuss what is the message that they are trying to say

A

-That doing everything and havign evryone rely on you and not what to do without you is nto p[roductive. It only brings a company adn its workers down while stressing the “one in charge” as everything falls onto their shoulders. Instead it should be a joitn effort where everyone knwos what there doing and is nto relying on the boss tp be there to egt thigns done.

52
Q

Top 5 thigns for job satisfcation

A

Good relationships- Having a good relationship with the boss makes peopel feel important

good communication- communciation between workers and superiors

Compensation- a vital part to a happy worker is pay

Job security- Knwoiung how long you will be employeda dn how logn you will hold that job,

Ability to use skills and abilites- employees want to feel useful adn able to use their abilies

Gr. 12 Business Leadership (1 decks)

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