Business leadership final exam

concepts

Manager

A person responsible for planning, organizing, leading, and controlling an organization's resources to achieve specific goals.

Organization

A group of people working together to achieve common goals through coordinated efforts and resources.

Line vs Staff Manager

A distinction between two types of management roles; line managers directly oversee production and operations, while staff managers provide specialized support and advice to line managers.

Manager vs Administrator

The comparison between a manager, who focuses on overseeing and directing teams, and an administrator, who handles the organizational and procedural aspects of a business.

Levels of Management (upper, middle and lower)

The hierarchical structure within an organization, where upper management sets strategic goals, middle management implements policies, and lower management supervises day-to-day operations.

Katz’s Managerial Skills

The three essential skills identified by Robert Katz for effective management: technical skills, human skills, and conceptual skills.

Four functions of managment

The four primary functions of management are planning, organizing, leading, and controlling, which help managers achieve organizational goals.

Managerial Roles

The various responsibilities and behaviors that managers exhibit in their roles, categorized into interpersonal, informational, and decisional roles according to Henry Mintzberg.

Personality

The combination of characteristics or qualities that form an individual's distinctive character, influencing their behavior and interactions in a managerial context.

myers-briggs personality indicators

A personality assessment tool that categorizes individuals into 16 distinct personality types based on preferences in four dichotomies: extroversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving.

Emotional intelligence

The ability to recognize, understand, and manage one's own emotions and the emotions of others, which is crucial for effective leadership and interpersonal relations.

motivation

The process that initiates, guides, and maintains goal-oriented behaviors, often influenced by individual needs, desires, and expectations in a workplace setting.

maslos hierarchy of needs

A psychological theory proposed by Abraham Maslow that categorizes human needs into a five-tier model, often depicted as a pyramid, including physiological, safety, love/belonging, esteem, and self-actualization needs.

defict principle

A concept in psychology that suggests individuals are motivated to fulfill the most pressing unmet needs before addressing higher-level needs, often related to Maslow's hierarchy.

self-actualization

The realization or fulfillment of one's talents and potential, considered as the ultimate goal in Maslow's hierarchy of needs.

intrinsic vs extrinsic motivation

Intrinsic motivation refers to engaging in behavior for its own sake, while extrinsic motivation involves performing actions to achieve external rewards or avoid negative outcomes.

hertzbergs two factor theory

A motivational theory proposing that there are two categories of factors that influence job satisfaction: hygiene factors, which can cause dissatisfaction if missing, and motivators, which can drive satisfaction and motivate employees.

communication process

The series of steps through which information is transmitted from a sender to a receiver, including encoding, transmitting, receiving, and decoding the message.

types of noise

Factors that disrupt communication, including physical noise, psychological noise, and semantic noise, affecting message clarity.

precived vs intend meaning

The difference between what a sender intends to communicate and how the receiver interprets the message, often leading to misunderstandings in communication.

feedback

The response or reaction of a receiver to a sender's message, providing insight into how the message was interpreted and whether it was understood correctly.

communication process

The series of steps that involve sending, receiving, and interpreting messages between individuals or groups, which includes encoding, transmitting, receiving, decoding, and providing feedback.

ethics

The principles that govern a person's behavior or the conducting of an activity, often guiding decision-making in business leadership.

ethical dilemma

A situation in which a person faces conflicting moral principles, making it difficult to choose the right course of action in decision-making.

framework for ethical decision making

A structured approach that helps individuals and organizations evaluate ethical issues and make decisions that align with their values and principles.

ethical imperialism vs cultrual realativism

The debate between applying universal ethical standards (ethical imperialism) and recognizing the validity of different cultural norms and practices (cultural relativism) in decision-making.

classical vs behavioural theories of managment

Classical theories focus on structured, efficient management practices, while behavioral theories emphasize the importance of human behavior and relationships in the workplace.

scientific managment

A theory of management that analyzes workflows to improve efficiency and productivity through systematic study and optimization of tasks.

administrative principles

A management theory that emphasizes the organization and coordination of activities through principles such as division of work, authority, and discipline to enhance efficiency.

theory x and theory y

A motivational theory that contrasts two types of managerial assumptions about employee behavior: Theory X assumes that employees are inherently lazy and require strict supervision, while Theory Y posits that employees are self-motivated and thrive on responsibility.

hawthorne effect

A phenomenon where individuals modify their behavior in response to being observed or studied, often resulting in increased productivity.

planning

The process of setting objectives and determining a course of action for achieving those objectives, essential for effective management.

strategic vs operational plan

Strategic plans outline long-term goals and the overall direction of an organization, while operational plans focus on short-term actions and specific tasks needed to achieve those goals.

SMART goals

are specific, measurable, achievable, relevant, and time-bound objectives that guide effective planning and performance.

planning process

The series of steps involved in setting objectives, determining actions to achieve them, and allocating resources effectively.

single vs standing use plan

Single use plans are designed for one-time projects or events, while standing use plans are ongoing and provide guidance for recurring activities or situations.

short range vs intermediate vs long range plans

refers to planning timeframes that differentiate between immediate objectives (short range), goals achievable within a few months to a year (intermediate), and long-term objectives that extend beyond a year.

forcasting

The process of predicting future trends or outcomes based on historical data and analysis.

benchmarking

The practice of comparing business processes and performance metrics to industry bests or best practices from other companies.

contingency plan

A strategy designed to take effect in response to potential future events or emergencies, ensuring that an organization can continue operations during unforeseen circumstances.

scenario planning

A strategic method used to create flexible long-term plans by considering various possible future scenarios and their implications for an organization.

inside out vs outside in planning

Inside out vs outside in planning refers to two contrasting approaches in strategic planning. Inside out focuses on leveraging internal strengths and resources, while outside in emphasizes understanding external market conditions and customer needs.

top down vs bottom up planning

Top down vs bottom up planning refers to two different approaches in organizational decision-making. Top down involves directives from higher management to lower levels, while bottom up encourages input and feedback from lower levels to inform decisions at the top.

time managment tools

Tools and techniques used to plan, prioritize, and execute tasks effectively, maximizing productivity and ensuring deadlines are met.

SWOT analysis

A framework for identifying and evaluating an organization's Strengths, Weaknesses, Opportunities, and Threats to inform strategic planning.

PEST-C analasys

porters five force analysis

strategy

mission vs vision statement

core values

operational objective

corprate vs business vs functinal strategy

growth strategies

vertical and horizontal integration

retrenchment strategies

global strategies

cooperative strategies

stratigic alliance

boston consulting BCG matrix

organizing

organiational structure

functional structure

divisional structure

divisional structure

matrix structure

network structure

boundaryless structure

cross-functional team

project team

chain of command

span of control

delegation

empowerment

decentralization

job design

orientation

development and training

graphic rating scale

behaviourally anchored rating scale (|BARS)

360 degree feedback

compensation

canadian human rights act

purpose of an interview

organizational culture

core vs observable culture

transforming culture

teams

stages of team development

norms

cohesivness

diversity

corprate social responsibility

stakeholder

steakholder analysis

social responsibility strategies

leadership

visionary leader

transformational vs transactional leader

servant leadership

servant leadership