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Business Man. Ch. 3
Chapter 3
| Question | Answer |
|---|---|
| The ability to influence individuals and groups to achieve organizational goals is | leadership. |
| When leaders have persistence and ambition in reaching goals, they are demonstrating | initiative. |
| These people earn the respect and cooperation of employees to effectively accomplish the work of the organization. | A leader |
| Refers to how well people get along with each other when working together. | Human Relations |
| Use their intelligence to study, learn and improve skills. | Intelligence |
| Makes good decisions. | Judgement |
| Able to look at all sides of a problem and not make biased judgements or statements. | Objectivity |
| consistant in their actions and others can rely on them. | Dependability |
| Understanding the importance of other people and enjoy being with them. | Cooperation |
| Being honest and have high standard of personal integrity. | Honesty |
| possesses the courage to make unpopular decisions and tries new approaches. | Courage |
| Attempt to make the best decisions possible and trust their own judgement. | Confidence |
| Not highly emotional or you can depend on reactions and you're stable. | Stability |
| Recognizing that the feelings and ideas of others are important. | Understanding |
| The ability to control behavior | Power |
| The managers position i the business. | Position Power |
| The managers control of rewards and punishments. | Reward Power |
| The managers power and skill. | Expert Power |
| The employees perception of the manager. | Identity Power |
| Developed through experience, training and personal development. | Skills |
| Involves an awareness of your attitude, opinions, your leadership style, your decision making process and your relationship with other people. | Self-Understanding |
| Getting people to support the same goals and work well together. | Team Building |
| Good managers are able to just their management style to the characteristics of the people the supervise. | Management Views |
| Closely supervising employees using force. | Close Management |
| Allow employees a great deal of control over their work as long as they get the job done. | Limited Management |
| Little to none direction from the manager. | Flexible Management |
| Gives direct, clear and precise orders with detailed instructions. | Autocratic Leadership |
| One who encourages workers to share in making decisions about work and work related problems. | Democratic Leadership |
| Gives little or no directed at all to employees. | Open Leadership |
| Understands employees and job requirements and matches actions and decisions depending on the situation. | Situational Leadership |
| Prescribed guides for actions and conduct. | Rules |
| Regulations created to maintain an effective working environment in a business. | Work Rules |
| An organization of workers formed to represent their common interests in improving wages, benefits and working conditions. | Labor Unions |
| The contract between management and the union identifying rights and responsibilities of the business and its employees. | Labor Agreement |
| Autocratic, Democratic, Open | Leadership Styles. |
| These people earn the respect and cooperation of employees to effectively accomplish the work of the organization. | A leader |
| Refers to how well people get along with each other when working together. | Human Relations |
| Use their intelligence to study, learn and improve skills. | Intelligence |
| Makes good decisions. | Judgement |
| Able to look at all sides of a problem and not make biased judgements or statements. | Objectivity |
| consistant in their actions and others can rely on them. | Dependability |
| Understanding the importance of other people and enjoy being with them. | Cooperation |
| Being honest and have high standard of personal integrity. | Honesty |
| possesses the courage to make unpopular decisions and tries new approaches. | Courage |
| Attempt to make the best decisions possible and trust their own judgement. | Confidence |
| Not highly emotional or you can depend on reactions and you're stable. | Stability |
| Recognizing that the feelings and ideas of others are important. | Understanding |
| The ability to control behavior | Power |
| The managers position i the business. | Position Power |
| The managers control of rewards and punishments. | Reward Power |
| The managers power and skill. | Expert Power |
| The employees perception of the manager. | Identity Power |
| Developed through experience, training and personal development. | Skills |
| Involves an awareness of your attitude, opinions, your leadership style, your decision making process and your relationship with other people. | Self-Understanding |
| Getting people to support the same goals and work well together. | Team Building |
| Good managers are able to just their management style to the characteristics of the people the supervise. | Management Views |
| Closely supervising employees using force. | Close Management |
| Allow employees a great deal of control over their work as long as they get the job done. | Limited Management |
| Little to none direction from the manager. | Flexible Management |
| Gives direct, clear and precise orders with detailed instructions. | Autocratic Leadership |
| One who encourages workers to share in making decisions about work and work related problems. | Democratic Leadership |
| Gives little or no directed at all to employees. | Open Leadership |
| Understands employees and job requirements and matches actions and decisions depending on the situation. | Situational Leadership |
| Prescribed guides for actions and conduct. | Rules |
| Regulations created to maintain an effective working environment in a business. | Work Rules |
| An organization of workers formed to represent their common interests in improving wages, benefits and working conditions. | Labor Unions |
| The contract between management and the union identifying rights and responsibilities of the business and its employees. | Labor Agreement |
| Autocratic, Democratic, Open | Leadership Styles. |
Created by:
essigl
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