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Leadership and Busin
Leadership and Business Strategies
| Term | Definition |
|---|---|
| What are the 4 functions of organizing? | 1) planning 2) organizing 3) leading 4) controlling |
| What is decision making? | Choosing between several alternatives |
| What is problem solving? | Identifying and taking actions to resolve problems |
| What are the 2 types of decisions managers are faced with? | 1) programmed decision 2) non-programmed decision |
| What are the 3 decision conditions/environments that managers are faced with? | 1) certain environments 2) risk environments 3) uncertain environments |
| What are the two main types of thinking that managers use to solve problems? | 1) systematic thinking 2) intuitive thinking |
| Departmentalization | Grouping people & activities into different departments based on business function, process, customer,product, geography, or a combination of the above |
| Functional organizational chart | CEO -> vp marketing, vp accounting, vp it, vp hrm eg. Porsche |
| Divisional organizational chart C | EO -> vp outdoor equip, vp running, vp Nike golf eg. Nike |
| Matrix organizational chart | Combination of functional and divisional. eg. NASA |
| Informal/shadow organizations | Interlocking social structure that governs how people work together in practice eg. Sports teams, coffee break |
| 6 trends in organizing | 1) SHORTER chains of command 2) WIDER spans of control 3) LESS unity of command 4) MORE delegation and empowerment 5) CENTRALIZATION with DECENTRALIZATION 6) REDUCED use of staff |
| Contingencies of design (PESTS) | P - people are the "right fit" E - environment 1) certain 2) risk 3) uncertain S - size - large or small T - technology 1) small batch 2) continuous process 3) mass production S - strategy - growth or stability |
| Recruitment | The action of finding new people to join an organization or cause |
| Psychological testing | Myers-Briggs |
| Personality test | True colours |
| Reference checks | The process of investigating a perspective employees past work experience from the point of view of other employees |
| Employee orientation | Process that provides easy access to basic information, programs and services, gives clarification and allows new employees to take an active role in the organization |
| On-the-job vs. off-the-job training | OTJ - coaching, mentoring, job rotating OffTJ- training courses or workshops provided by the company |
| Management by objectives (MBO) | Goals of a company. An individual is evaluated based on whether or not the reach/exceed company goals |
| 360 degree feedback | Anonymous feedback from peers in the workplace assessing behaviours and traits one displays |
| Behaviourally anchored rating scale (BARS) | Designed to bring both quantitive and qualitative data to the appraisal process. These are evaluated against specific examples of a behaviour anchored to a numerical scale |
| Behavioural observation scale | A rating system used in identifying how often employees demonstrate the proffered behaviour |
| Work-life balance | Managing the act of balancing paid work with other important things in our life (eg. Sport teams, family) |
| Compensation methods | Payments for injuries/diseases related to the work an employee did/does |
| lexible/cafeteria benefits | Employee benefits selected from a variety of offerings tailored to fit the employees needs |
| Retention vs. turnover | Retention - an effort to maintain working environment, which supports current staff in remaining with the company Turnover - the act of replacing an employee with a new employee (consists of retirement, death, transfers, and resignations) |
| 3 types of position power | 1) reward power 2) coercive power 3) legitimate power |
| 2 types of personal power | 1) expert power - the ability to influence through special knowledge, understanding, and skills 2) referent power - the ability to influence through identification. Influence people because they admire you and want to identify positively with you |
| Trait approach | Leaders are born leaders. People are born with special traits or characteristics that enable them to lead others. Studies were done but this was never proven |
| Behavioural approach | Behaviours define who is a leader. Behaviours can be observed, measured, and taught! More objective and precise than traits |
| 3 types of behaviour styles | 1) democratic style 2) autocratic style 3) laissez-faire style |
| Fiedler | Good leadership depends on a match between leadership style and situational demands. Leadership style is measure on the LPC (least preferred coworker) |
| Hershey-Blanchard | Leaders adjust styles based on the maturity of followers (how willing and able followers are, readiness) |
| What is motivation? | The level (l), direction (d), persistence (p) of effort expected at work (l x d x p) |
| Intrinsic rewards | Occur naturally during job performance. Usually self administrative (motivation from within) eg. Feeling of competency, personal development |
| Extrinsic rewards | Provided by someone else. Externally administrated and hold a tangible value. eg. Bonuses, promotion |
| Alderfer's ERG theory | Existence - physiological needs (lower 2) Relatedness needs - social needs (3rd need) Growth needs - top 2 needs |
| Herzberg's 2 factors | Hygiene factors - things related to the work setting that "turn people off" at work. (Job dissatisfaction) Factors - i) improving job satisfied increases job satisfaction (higher) ii) improving job hygiene factors decrease job dissatisfaction (lower) |
| McClelland's needs | Need for achievement Need for power Need for affiliation |
| Equity theory | Outcome/input ratio Comparison to other people Equity evaluation results in perceived equity or perceived inequity |
| Goal setting theory | Goals should be specific, results orientated, challenging Goals should result in commitment, participation Task effort -> task performance |
| Positive reinforcement | Encourage behaviour with positive consequence (eg. Verbal praise) |
| Negative reinforcement | Encourage behaviour by making a person want to avoid a negative consequence |
| Punishment | Discourage a behaviour by making an unpleasant consequence (detention) |
| Extinction | Discourage a behaviour by removing a desirable consequence (hold back on praise and rewards) |
| Communication | An interpersonal process of sending and receiving symbols with meaning attached to them |
| Efficient vs effective communication | Efficient - communication that occurs at minimum cost in terms of resources (particularly time) expended Effective - occurs when the intended meaning of the sender and the interpreted meaning of the receiver are one and the same |
| Channel richness | The capacity of a channel or communication medium to carry information in an effective manner |
| Perception | The process through which people perceive and interpret information from the environment |
| Attribution error | Blaming the individual for an error rather than the environment (eg car accident example) |
| Self serving bias | When people blame personal failures on the external environment and attribute their successes to interpersonal causes |
| Negotiation process | Making joint decisions when parties involved have different preferences; way of reaching agreements when decisions involve more than one group |
| Bargaining zone | The zone between one parties minimum reservation point and the other party's maximum reservation point |
Created by:
rudolph.beukes
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