Principles of Management - Exam Flashcards

52 vocabulary flashcards covering Modules 1 and 2 for the Principles of Management exam study guide.

Knowing Doing Being

Knowing on "What is right?" and acquiring knowledge and theoretical understanding.

Doing "How do I act?" and developing practical skills and execution capabilities.

Being introduced by Pirson focusing on identity, character, values, and personal growth ("Who am I becoming?").

Weber’s Bureaucratic Management

A structural management model focused on formal rules and regulations and a clear hierarchy of authority.

Taylor’s Scientific Management

A management approach focused on maximizing efficiency and worker productivity by systematically analyzing tasks using scientific methods.

"One Best Way"

Frederick Taylor's concept that scientifically analyzing a job, eliminating redundant movements, and standardizing tools reveals the single most efficient process for performing a task.

Management

Task and performance-focused executive functions dealing with planning, organizing, controlling, budgeting, and maintaining order and predictability.

Genetic Factors in Leadership Emergence

Research finding indicating that roughly $30\%$ of leadership emergence may be attributable to genetic factors.

Larry Fink’s 2026 Letter Argument

The central argument that addressing rising global economic anxiety and wealth inequality requires expanding long-term capital market participation among ordinary citizens.

UN Sustainable Development Goal 8

Decent Work and Economic Growth

promotes sustained, inclusive economic growth, full employment, and entrepreneurship.

UN Sustainable Development Goal 9

Industry, Innovation, and Infrastructure

promotes building resilient infrastructure, inclusive industrialization, and fostering innovation.

Autonomy and Growth Opportunities

A job satisfaction determinant defined as the level of control, choice, and self-direction an employee has over their work tasks.

Pay & Security

A job satisfaction determinant referring to financial compensation and the stability/safety of employment.

Supervisor Support / Worker Relations

A job satisfaction determinant based on having supportive management, positive workplace relationships, and a sense of connection with colleagues.

Respect (Hicks)

A standing that is earned or granted based on actions, achievements, character, status, or behavior.

Economistic Perspective

Perspective prioritizing shareholders, top-level financial returns, and organizational efficiency, treating employees primarily as economic resources.

Humanistic Perspective

Perspective prioritizing all stakeholders (employees, customers, community, environment) and focusing on human dignity, well-being, and broader social purpose.

Behavioral Processes (ABCs of Teamwork)

Interdependent actions translating team inputs into outputs, including communication, backup behaviors, and coordination.

Cognitive States (ABCs of Teamwork)

Structures of knowledge organization and collective perception within a team, such as shared mental models and transactive memory systems.

Surface-Level Attributes

Readily detectable demographic categories and easily accessible information, such as age, sex, race, reputation, or formal role.

Deep-Level Attributes

Underlying psychological characteristics learned through interaction over time (personality, values, abilities) that strongly influence team performance.

"First Who, Then What" Principle

Jim Collins' principle emphasizing getting the right people on the team ("on the bus") before deciding on specific strategy or direction.

Input-Output Framework

A diagnostic tool and framework assessing team dynamics across Inputs (resources/conditions), Processes (interactions), and Outputs (deliverables/viability).

Collaborative Capability (Hackman)

Hackman model element ensuring social processes maintain or enhance the team's capability to work together in the future.

Lencioni’s Five Dysfunctions of a Team

The five dysfunctions: Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to Results.

Team Culture

The shared norms, values, assumptions, and expectations that shape how team members behave and interact with one another.

Psychological Safety

A shared belief held by team members that the team is safe for interpersonal risk-taking without fear of embarrassment or punishment.

Groupthink

A phenomenon in cohesive groups where the desire for harmony or conformity leads to dysfunctional decision-making by suppressing dissenting views.

Social Loafing

less effort when working in a group than when working alone

Feedforward

A developmental technique focused on offering future-oriented suggestions and solutions for growth rather than evaluating past performance.