Key Concepts in Leadership, Motivation, and Business Management

Manager

Focuses on short-term productivity and efficiency.

Leader

Guides vision, mission, and long-term goals.

Hard Power

Influence based on position and authority.

Soft Power

Influence based on personal traits and relationships.

Trait Theory

Leadership qualities are innate, not developed.

Drive

Strong desire to lead and influence others.

Emotional Stability

Ability to remain calm under pressure.

Leadership Grid

Framework assessing leadership styles on two axes.

Situational Theory

Adjust leadership style based on follower readiness.

Readiness

Combination of ability and willingness to perform.

Servant Leader

Prioritizes serving others and community.

Authentic Leader

Leads with transparency and integrity.

Motivation

Initiation, direction, and persistence towards goals.

Job Performance

Function of motivation, ability, and situation.

Maslow's Hierarchy

Progression through five levels of human needs.

ERG Theory

Needs can be pursued simultaneously, not sequentially.

Learned Needs

Motivations shaped by experiences and environment.

Extrinsic Rewards

External incentives for performance, like bonuses.

Intrinsic Rewards

Internal satisfaction from completing tasks.

Equity Theory

Motivation influenced by perceived fairness of outcomes.

Goal-Setting Theory

Effective goals are specific, difficult, and accepted.

Organising

Aligning resources to achieve strategic objectives.

Work Specialisation

Degree to which tasks are divided into jobs.

Departmentalisation

Structuring organization by function, product, or location.

Differentiation

Separation of tasks and responsibilities within an organization.

Integration

Coordination of activities across different organizational units.

Formalisation

Extent to which rules and procedures are standardized.

Centralisation

Concentration of decision-making authority at higher levels.

Organisational Design

Interaction scale of design elements in organizations.

Bureaucratic Structure

Mechanistic approach with rigid hierarchies.

Adaptive Structure

Organic approach allowing flexibility and change.

Contingency Theory

Management style based on situational factors.

Mechanistic Environment

Stable conditions favoring structured organizations.

Organic Environment

Dynamic conditions favoring flexible organizations.

Task Environment

Directly affects organizations through customers and suppliers.

General Environment

Indirectly affects organizations through broader factors.

Feedback Control Model

System for measuring and correcting performance.

Constructive Feedback

Feedback aimed at improving behavior and performance.

Primary Dimensions of Diversity

Core elements like age and ethnicity.

Secondary Dimensions of Diversity

Changing elements like education and income.

Diversity of Perspective

Varied viewpoints enhancing creativity and intelligence.

Workplace Diversity

Utilizes employee talent for better problem-solving.

Inclusion

Feeling valued and appreciated for uniqueness.

Prejudice

Viewing differences as deficiencies.

Discrimination

Acting on prejudicial attitudes against others.

Stereotypes

Rigid beliefs about groups of people.

Māori Principles

Partnership, active protection, and authority exchange.

Social Structure

Hierarchy of Māori society: individual to tribe.

Mana

Power and authority, inherited or achieved.

Entrepreneur

Individual who discovers and creates value.

Small Business

Independent entity with fewer than 20 employees.

Entrepreneurship

Vehicle for innovation and community engagement.

Stages of Growth

Phases from inception to maturity of a business.

Inception

Initial stage focusing on customer acquisition.

Survival

Stage requiring cash flow to sustain operations.

Growth

Market entry with increased management and planning.

Expansion

Delegation and team building for scaling.

Maturity

Stage where success is formalized or fails.

Reasons for Failure

Factors leading to business collapse.

Business Model Canvas

Framework for visualizing business components.

Value Propositions

What a business offers to customers.

Corporate Social Responsibility

Corporation's duty to stakeholders and society.

Pyramid of CSR

Hierarchy of corporate responsibilities: economic to philanthropic.

Sustainability

Meeting present needs without compromising future needs.

Three Pillars of Sustainability

Social, economic, and environmental dimensions.

Operations Management

Process transforming inputs into outputs.

Manufacturing

Production of physical goods, often standardized.

Service

Production of intangible goods, often customized.

Supply Chain

Network from raw materials to customer delivery.

Logistics Management

Coordination of material acquisition and storage.

Marketing

Processes for creating and exchanging value offerings.

Marketing Mix

Combination of product, price, place, and promotion.

Consumer Behaviour

Study of buyer behavior and influences.

External Factors

Cultural and social influences on consumer choices.

Internal Factors

Personal and psychological influences on buying behavior.

Persuasion

Techniques to influence consumer decision-making.