Business Leadership Exam Review
Top Managers
Responsible for the overall performance of an organization. Examples include President, CEO, and VP.
Middle Managers
In charge of relatively large departments or divisions within an organization. Examples include
Regional or Plant Manager.
First-Line Managers
Responsible for leading a small work group of non-managers. Examples include Supervisor or Team
Leader.
Unity of Command
Principle stating that each person should receive orders from only one supervisor.
Unity of Direction
Principle stating that one person should be in charge of all activities with the same performance
objective.
Theory X
Assumption that workers dislike work, lack ambition, resist change, and prefer to be led.
Theory Y
Assumption that workers are willing to work, capable of self-control, and imaginative.
Hawthorne Study
Examined how economic incentives and human interactions influenced worker output.
Maslow's Hierarchy of Needs
Hierarchy includes self-actualization, esteem, social, safety, and psychological needs.
Self Actualization Needs
need for self fulfillment; to grow and use abilities to the fullest and most creative extent
Esteem Needs
need for esteem in the eyes of others; needs for respect, prestige, recognition and self-esteem,
personal sense of competence, mastery
Social Needs
need for love, affection, sense of belongingness in one's relationships with other people
Safety Needs
need for security, protection, and stability in the event of day-to-day life
, Physchological Needs
need for biological maintenance: food, water and physical wellbeing
Scalar Chain
Principle stating that there should be a clear and unbroken line of communication from top to bottom
of the organization.
motion study (the Gilbreths)
Science of reducing a job to basic physical motions to improve performance.
Eliminating wasted motions improves performance.
Controlling
the process of measuring performance and taking action to ensure the desired result.
Organizing
the process of assigning tasks, allocating resources and coordinating work activities.
Planning
the process of determining an organization's desired future position and the best means of getting
there.
Leading
the process of motivating members of an organization to work to achieve.
Quantitative Forecasting
Example: Grocery store eliminating checkout wait times during specific times.
General Managers (GM)
Responsible for the complex units and many functional areas.
Administrators
Is a manager in a public or non-profit organization. (Example: Hospital administrator or school
principal.)
Prejudice
Making negative judgments about a person from a diverse group, such as women and minorities.
Discrimination
Unfair treatment of individuals based on their diverse group membership.
Stakeholders
Persons, groups, and organizations directly affected by the behavior of the organization.
Top Managers
Responsible for the overall performance of an organization. Examples include President, CEO, and VP.
Middle Managers
In charge of relatively large departments or divisions within an organization. Examples include
Regional or Plant Manager.
First-Line Managers
Responsible for leading a small work group of non-managers. Examples include Supervisor or Team
Leader.
Unity of Command
Principle stating that each person should receive orders from only one supervisor.
Unity of Direction
Principle stating that one person should be in charge of all activities with the same performance
objective.
Theory X
Assumption that workers dislike work, lack ambition, resist change, and prefer to be led.
Theory Y
Assumption that workers are willing to work, capable of self-control, and imaginative.
Hawthorne Study
Examined how economic incentives and human interactions influenced worker output.
Maslow's Hierarchy of Needs
Hierarchy includes self-actualization, esteem, social, safety, and psychological needs.
Self Actualization Needs
need for self fulfillment; to grow and use abilities to the fullest and most creative extent
Esteem Needs
need for esteem in the eyes of others; needs for respect, prestige, recognition and self-esteem,
personal sense of competence, mastery
Social Needs
need for love, affection, sense of belongingness in one's relationships with other people
Safety Needs
need for security, protection, and stability in the event of day-to-day life
, Physchological Needs
need for biological maintenance: food, water and physical wellbeing
Scalar Chain
Principle stating that there should be a clear and unbroken line of communication from top to bottom
of the organization.
motion study (the Gilbreths)
Science of reducing a job to basic physical motions to improve performance.
Eliminating wasted motions improves performance.
Controlling
the process of measuring performance and taking action to ensure the desired result.
Organizing
the process of assigning tasks, allocating resources and coordinating work activities.
Planning
the process of determining an organization's desired future position and the best means of getting
there.
Leading
the process of motivating members of an organization to work to achieve.
Quantitative Forecasting
Example: Grocery store eliminating checkout wait times during specific times.
General Managers (GM)
Responsible for the complex units and many functional areas.
Administrators
Is a manager in a public or non-profit organization. (Example: Hospital administrator or school
principal.)
Prejudice
Making negative judgments about a person from a diverse group, such as women and minorities.
Discrimination
Unfair treatment of individuals based on their diverse group membership.
Stakeholders
Persons, groups, and organizations directly affected by the behavior of the organization.
