Fundamentals for Success in Business - D072

Fundamentals for Success in Business - D072 12 studiers today 4.9 (49 reviews) Students also studied Terms in this set (92) Western Governors UniversityD 072 Save D072 Fundamentals for Success in B...134 terms Tbarnett20Preview

WGU D072 FUNDAMENTALS FOR S...

160 terms briarhermous47 Preview Test Prep - WGU - Principles of Man...105 terms C_BondePreview

D072 -

80 terms woo Practice questions for this set Learn1 / 7Study using Learn come from a position of authority built into the organization's structure. They use the power inherent to the position. The long-term success and committed followership from their employees is a result of their ability to influence others.Autocratic LeadershipA form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group.Choose an answer 1Informal Leaders2Formal Leaders 3Emergent Leaders4Transformational Leaders Don't know?

Authoritative Leadership-Makes decisions for the group -Staff output is high -Uses coercion (gets people to do things via force or threats) -Communications goes down a chain of command Laissez-faire LeadershipA leadership style that leaves much of the business decision-making to the workforce - a 'hands off' approach and the reverse of the autocratic style Participative LeadershipLeaders work with team members to make decisions together. They support and encourage them and are more participatory. M3 Followers Selling leadershipLeaders are still the decision-makers, but they communicate and work to persuade employees rather than simply direct them. M2 Followers Telling LeadershipThis is a directive and authoritative approach. The leader makes decisions and tells employees what to do. M1 Followers Delegating LeadershipThe leader assigns decision-making responsibility to team members but oversees their work. M4 Followers People Oriented Leadershipcreating overall success by building lasting relationships with employees. This type of leader does care about tasks and schedules, but he/she believes that work culture is more important.Task-oriented Leadershipfocuses on overall success through the completion of tasks. This type of leader doesn't care as much about relationship building as he/she cares about workers meeting particular goals within a preset time frame.Transactional Leadershipleadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance Visionary Leadershipleadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting Transformational Leadershipleadership that generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group Servant Leadershipfocuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.Passive Aggressivemaking indirect accusations, showing resentment, procrastination, and other behaviors aimed at thwarting another's resolution of conflict Passivea behavior influenced by intimidation that can often lead to feelings of resentment and victimization Aggressivean aggression-based behavior that employs intimidation and manipulation AssertiveActing with confidence and force; sure of one's self

Denotation and Connotationconnotation is an implied meaning, denotation is the exact definition Self Regulationthe exercise of voluntary control over the self to bring the self into line with preferred standards Moral Identitythe aspect of personality that is present when individuals have moral notions and commitments that are central to their lives Machiavellianismthe degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means (Manipulative) Inspirational AppealAn influence tactic designed to appeal to one's values and ideals, thereby creating an emotional or attitudinal reaction Rational PersuasionAn influence tactic using logical arguments and hard facts to show the target that the request is a worthwhile one Legitamate Powerpower due to position Reverent powerPower earned by those who are respected Beliefsspecific ideas that people hold to be true Normsrules and expectations by which a society guides the behavior of its members Culturethe enduring behaviors, ideas, attitudes, values, and traditions shared by a group of people and transmitted from one generation to the next Ethicsthe principles of right and wrong that guide an individual in making decisions whistle-blowingThe disclosure of information by a company insider that exposes illegal or unethical behavior by others within the organization Shelteringprotecting Green WashingDeceptive practices used to promote the perception that an organizations product, aims or policies are environmentally friendly Cherry Pickingact of pointing at individual cases or data that seem to confirm a particular position, while ignoring a significant portion of related cases or data that may contradict that position Adhocracy Culture(Create) has an external focus and values flexibility Clan Culture(Collaborate) internal focused, values flexibility rather than stability and control, encourages collaboration among employees Hierarchy Culture(Control) has an internal focus and values stability and control over flexibility

Market Culture(Compete) has a strong external focus and values stability and control Organizational Culturethe set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization Organizational Leadershipthe process and practice by key executives of guiding and shepherding people in an organization toward a vision over time and developing that organization's future leadership and organization culture Attritiona gradual reduction or weakening; a rubbing away Attractionsomething that draws attention Person-Job FitThe degree to which a person's skill, knowledge, abilities, and other characteristics match the job demands.Person-Organization FitThe degree to which a person's values, personality, goals, and other characteristics match those of the organization.Neuroticismdegree of emotional instability or stability. anxious, irritable, and moody.Opennesscurious, original, creative, and open to new ideas.Extraversionrefers to people who are outgoing, talkative, and sociable.ConscientiousnessA personality dimension that describes someone who is responsible, dependable, persistent, and organized, punctual, and dependable.Agreeablenesstolerant, sensitive, trusting, and kind.Top ManagementThe highest level, consists of the president and other key company executives who develop strategic plans.Middle ManagementIncludes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling.Mentora wise and trusted guide and advisor Front Line ManagementLowest level of management in the hierarchy; responsible for the work of the operating employees only and does not supervise other managers.Managerresponsible for a group of people, a department, or specific tasks within a company.Leaderrefers to the act of influencing others to work toward a goal.Team MemberA person who works with other members of the group to help achieve a common goal.