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Grade 12 Foods > SHSM Review > Flashcards

SHSM Review Flashcards

1
Q

Manager

A

A person responsible for controlling or administering all or part of a company or similar organization.

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2
Q

Leader

A

The ability of inspiring others to work hard to accomplish important tasks

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3
Q

Participative Leadership

A

Participative leadership is a unique leadership style, also known as democratic leadership.

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4
Q

Servant Leadership

A

Is follower centered and committed to helping others in their work.

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5
Q

Visionary Leadership

A

A leader who brings to the situation a clear and compelling sense of the future
An understanding of the actions needed to get there successfully
Gives meaning to the work

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6
Q

Synergy

A

The combined and enhanced cooperative efforts of a group that result in a more effective and efficient outcome than individual efforts alone.

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7
Q

Integrity

A

The quality of being honest and having strong moral principles

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8
Q

Consensus

A

A general agreement or shared opinion reached by a group, reflecting a collective decision-making process.

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9
Q

Social Loafing

A

The phenomenon where individuals exert less effort in a group setting, assuming that others will compensate, leading to reduced overall productivity.

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10
Q

Norms

A

Implicit or explicit rules and expectations within a group or society that guide behavior and interactions.

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11
Q

Workplace diversity

A

The presence of individuals from various backgrounds, cultures, and demographics in the workplace, fostering a mix of perspectives and experiences.

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12
Q

Ethics

A

The principles and values that govern what is considered right and wrong, guiding moral conduct.

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13
Q

Morals and Values

A

Personal beliefs and principles that influence an individual’s behavior and decision-making.

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14
Q

Ethical Dilemma

A

A situation requiring a choice between conflicting moral principles, where adherence to one may compromise another.

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15
Q

The Glass-Ceiling Effect

A

Invisible barriers that prevent the advancement of certain demographic groups, particularly women, in the workplace.

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16
Q

Whistle-blower

A

An individual who exposes and reports unethical or illegal activities within an organization.

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17
Q

Utilitarian view

A

Deliver good to the greatest number of people
A results oriented point of view assesses the moral implications of decisions in terms of their consequences
Business decisions makers often use profits efficiency to judge what is best for most people
Like cutting some workers to keep other

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18
Q

Individualism view

A

Ones primary commitment is long term advancement of self interests
Believes that people become self regulating as they pursue long term individual advantage
Supposed to support honest and integrity
Lying and cheating for short term gain

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19
Q

Moral rights view

A

Respects and protects the fundamental rights of people
Rights of all people to life, liberty and fair treatment under the law

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20
Q

Justice View

A

Based on the belief that ethical decisions treat people impartially fairly
Based on legal rules and standards
Is it equitable for everyone
In organizations it is based on procedural distributive and interactional
Procedural
Weather rule are fairly administered like consequences are the same for all levels

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21
Q

Individualism View

A

A moral perspective valuing individual rights, autonomy, and self-interest in ethical considerations.

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22
Q

Code of Ethics

A

A set of guidelines or principles outlining expected behavior and ethical standards within a profession or organization.

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23
Q

Corporate Social Responsibility (CSR)

A

A business approach that integrates social and environmental concerns into its operations and interactions with stakeholders.

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24
Q

5 Principles of Corporate Social Responsibility

A

Donating to charity
Work environment
Fair labour laws
Truthful advertising
Environmental protection

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25
Q

Stakeholders

A

Individuals or groups with an interest or concern in the success and activities of an organization.

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26
Q

Defensive

A

Minimizing harm and avoiding legal action.

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27
Q

Obstructionist

A

Opposing social responsibility efforts and resisting change.

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28
Q

Accommodative

A

Meeting minimum ethical standards and responding to societal expectations.

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29
Q

Proactive

A

Taking initiatives to actively contribute to social and environmental well-being.

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30
Q

Strategic Management

A

The systematic process of planning, implementing, and evaluating an organization’s objectives and strategies for long-term success.

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31
Q

Mission Statement

A

A concise declaration of an organization’s purpose, outlining its values, goals, and core activities.

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32
Q

SMART Goals

A

Goals that are Specific, Measurable, Achievable, Relevant, and Time-bound, providing a clear framework for effective goal-setting.

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33
Q

SWOT

A

An acronym representing an analysis of an organization’s Strengths, Weaknesses, Opportunities, and Threats for strategic planning.

34
Q

Short-Range Plans

A

Plans outlining actions to be taken within a brief timeframe, typically up to one year, to achieve specific, immediate goals.

35
Q

Long-Range Plans

A

Comprehensive plans delineating the organization’s objectives and strategies for an extended period, usually beyond one year, to guide future decision-making.

36
Q

Contingency Plan

A

Preemptive measures designed to address unforeseen events or crises, providing a structured response to manage uncertainties.

37
Q

Project Schedules

A

Timelines detailing the sequential tasks and activities required for successful completion of a specific project.

38
Q

Benchmarking

A

Comparing an organization’s processes and performance metrics against industry standards or best practices to identify areas for improvement.

39
Q

Single Use Plans

A

Budgets: Financial plans specifying anticipated income and expenses for a defined period, often used as a one-time planning tool.

40
Q

Forecast

A

A projection of future trends, performance, or outcomes based on analysis of past data and current conditions.

41
Q

Gantt Charts:

A

Visual representations of project schedules, illustrating task timelines and dependencies in a horizontal bar chart format.

42
Q

Participatory Planning

A

Involving employees or stakeholders in the decision-making process to enhance commitment and generate diverse perspectives.

43
Q

Staff Planners

A

Individuals or teams responsible for developing and coordinating plans and strategies within an organization.

44
Q

Management by Objectives

A

A goal-oriented management approach where objectives are collaboratively set, monitored, and assessed to improve organizational performance.

45
Q

Management by Exception

A

Focusing managerial attention on significant deviations from planned outcomes rather than routine operations.

46
Q

Feed Forward Controls

A

Proactive controls implemented before a process to prevent potential issues and enhance performance.

47
Q

Concurrent Controls

A

Monitoring and adjusting ongoing processes to ensure they align with established standards and objectives.

48
Q
A
49
Q

Feedback Controls

A

Assessing and adjusting activities based on past performance to improve future outcomes and maintain organizational effectiveness.

50
Q

Job Analysis

A

A systematic examination of job roles, tasks, and requirements to provide a comprehensive understanding of the position.

51
Q

Job Specifications

A

Detailed criteria outlining the qualifications, skills, and characteristics required for a specific job role.

52
Q

Job Descriptions

A

Summaries outlining the responsibilities, duties, and expectations associated with a particular job position.

53
Q

Behavioural Interviews

A

Job interviews focusing on past behavior as an indicator of future performance, exploring how candidates handled specific situations.

54
Q

Situational Interviews

A

Job interviews presenting hypothetical scenarios to assess a candidate’s problem-solving and decision-making abilities.

55
Q

Roles of Managers

A

Supervisor: Provides oversight and guidance to team members.
Network Facilitator: Fosters communication and collaboration within and outside the organization.
Helpful Participant: Actively engages and supports team members in achieving goals.
External Coach: Offers external perspectives and guidance for professional development.

56
Q

Qualities and Skills of a Leader:

A

Leadership Qualities: Integrity, vision, adaptability, and effective communication.
Leadership Skills: Decision-making, delegation, conflict resolution, and strategic thinking.

57
Q

Types of Power

A

Positional Power vs. Personal Power: Authority derived from position vs. influence based on relationships and attributes.

58
Q

Sources of Positional Power

A

Reward: Ability to provide incentives.
Coercive: Ability to apply punishment.
Legitimate: Authority granted by the organization.

59
Q

Sources of Personal Power:

A

Expert: Possession of specialized knowledge.
Referent: Influence through likability and charisma.
Relational: Power derived from interpersonal connections.

60
Q

Emotional Intelligence:

A

Self-Awareness: Recognizing one’s emotions.
Self-Regulation: Managing and controlling emotions.
Motivation: Driving oneself and others toward goals.
Empathy: Understanding and sharing others’ feelings.
Social Skill: Navigating social situations effectively.

61
Q

Tips for Successful Teamwork:

A

Open communication, collaborative problem-solving, and mutual accountability contribute to successful teamwork.

62
Q

Stages of Team Development:

A

Forming, Storming, Norming, Performing, and Adjourning; progressing from introduction to collaboration and completion.

63
Q

Leadership Styles:
Autocratic:

A

Authoritarian decision-making.
Democratic: Participative decision-making.
Laissez-Faire: Hands-off approach with minimal intervention.

64
Q

Steps in Making Ethical Decisions:

A

Identify dilemma, gather information, evaluate options, make a decision, and take action, considering ethical principles.

65
Q

Factors Influencing Ethical Decisions:

A

The Person’s values, the Organization’s culture, and the external Environment’s pressures shape ethical choices.

66
Q

Arguments for and Against Corporate Social Responsibility:

A

For: Social impact and positive public image.
Against: Resource allocation concerns and potential for greenwashing.

67
Q

Strategic Management Process:

A

Involves planning, implementation, and evaluation to achieve organizational goals and adapt to changes in the environment

68
Q

Functions of Management:

A

Planning (setting objectives), Organizing (structuring resources), Leading (guiding teams), and Controlling (monitoring progress).

69
Q

Benefits of Debriefing:

A

Provides insights, identifies areas for improvement, and enhances future performance through reflection.

70
Q

Benefits of Planning:

A

Offers direction, coordination, and a roadmap for achieving organizational objectives.

71
Q

SMART Goals:

A

Specific, Measurable, Achievable, Relevant, and Time-bound goals ensure clarity and effectiveness.

72
Q

Types of Controls:

A

Feedforward (anticipatory), Concurrent (real-time), and Feedback (after-the-fact) controls help manage organizational processes.

73
Q

Formal vs. Informal Structures:

A

Formal structures are official and defined, while informal structures arise spontaneously within an organization.

74
Q

Organizational Structures:

A

Functional, Divisional, Matrix, Team, Network, and Boundaryless structures each have unique characteristics and come with advantages and disadvantages.

75
Q

SWOT Analysis:

A

Stands for Strengths, Weaknesses, Opportunities, and Threats; used to assess internal and external factors affecting an organization’s strategy.

76
Q

Goal of HRM:

A

The goal of Human Resource Management is to optimize the workforce’s capabilities for the organization’s success.

77
Q

Maintaining a Good Workforce, Organizational Culture, and Diversity:

A

Feels Like: Employee engagement, a positive workplace atmosphere, and diverse perspectives.
Looks Like: Collaborative and inclusive teams, aligned with organizational values.
Sounds Like: Mutual respect, open-minded discussions, and acknowledgment of diverse viewpoints.
Consequences: High turnover, low morale, and potential legal issues.
Prevention/Resolution: Foster a positive culture, promote diversity and inclusion initiatives, and address concerns promptly.

78
Q

Conflict Management:

A

Feels Like: Tension, disagreement, and frustration among team members.
Looks Like: Constructive dialogue, compromise, and resolution of disputes.
Sounds Like: Mediation, clear communication of perspectives, and negotiated solutions.
Consequences: Reduced collaboration, decreased morale, and potential for escalated conflicts.
Prevention/Resolution: Implement conflict resolution training, establish clear conflict resolution processes, and encourage open communication.

79
Q

Organizational Change:

A

Feels Like: Uncertainty and resistance among employees.
Looks Like: Strategic planning, communication of change objectives, and employee involvement.
Sounds Like: Town hall meetings, feedback sessions, and communication of the change vision.
Consequences: Resistance, decreased productivity, and a negative impact on morale.
Prevention/Resolution: Involve employees in the change process, provide adequate communication, and offer support and training.

80
Q

Motivation

A

Feels Like: Enthusiasm, engagement, and a sense of purpose among employees.
Looks Like: Productive and inspired teams, meeting goals and objectives.
Sounds Like: Recognition, encouragement, and expressions of appreciation.
Consequences: Decreased productivity, low morale, and increased turnover.
Prevention/Resolution: Implement motivational strategies, set clear expectations, and provide opportunities for skill development and advancement.

81
Q

Influencing Individual Behavior:

A

Feels Like: Personal growth and alignment with organizational goals.
Looks Like: Employees exhibiting desired behaviors and attitudes.
Sounds Like: Positive reinforcement, coaching, and continuous feedback.
Consequences: Unproductive behaviors, resistance to change, and a negative impact on team dynamics.
Prevention/Resolution: Establish clear expectations, provide ongoing feedback, and offer training programs to develop desired behaviors.

Grade 12 Foods (2 decks)

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