Business Leadership Exam Review
Four functions of management
planning, organizing, leading, controlling
Katz's managerial skills
- Technical (job-specific knowledge and techniques)
- Human (ability to work well with people)
- Conceptual (ability to think and express ideas)
Mintzberg's managerial roles
interpersonal roles, informational roles, decisional roles
Classical management approaches
scientific management, The scientific method consists of three steps: observation, experimentation,
and analysis. administrative principles, an approach to management and increasing productivity by
emphasizing organizational structure and human behavior. bureaucratic organization, an
administrative system that relies on policies, rules and hierarchy in both public and private sector.
what is useful information?
timely, High quality, complete, complete, relevant, Understandable.
Information needs in organizations
Intelligence information, gathered from stakeholders and external environment. Internal infromation,
flows through organization. Public information, Disseminated to stakeholders and external
environment.
Four views of ethical behaviour
Moral rights view, does a decision maintain rights of all humans. Individualism view, is the decision
good for ones self interest. Utilitarian view, is the decision good for most people. Justice view,
social responsibility, classical and socio-economic.
classical, managements only responsibility is running a business to maximize profits. Socio-economic,
management of any organization is concerned with broader social welfare.
Big 5 Personality Traits
Openness to experience,
Conscientiousness,
Extraversion,
Agreeableness, emotional stability.
Type A vs Type B personality
Type A: hardworking, more driven (more health problems)
Type B: carefree, relaxed, go with the flow
Stages of team development
forming, storming, norming, performing, adjourning
, formal vs informal groups
Formal- refers to the official organization of people based on the needs of the business, such as by
function or department
Informal- consist of people at work who have formed their own associations based on friendship
and/or common interests
Leadership behaviours
autocratic, visionary, affiliative, democratic, pace-setting, and coaching
Fielders contingency model
proposed that good leadership depends on a match between leadership style and situational
demands
Hersey-Blanchard situational leadership
Selling, Telling, Participating, Delegating
Path goal leadership
Leadership in which a leader should choose a style that best fits the needs of individual group
members and the task they are doing
3 steps of planning
Organizing, leading, controlling.
The planning process
1. define your objective. 2. determine where you stand in relation to you objective. 3. Develop
premises regarding future conditions. 4. analyze alternatives and make a plan. 5. implement the plan
and evaluate results.
long vs short range plans
long - takes three or more years, usually involves top management. short - one year or less, usually
involves lower managers.
strategic and tactical plans
strategic - long term plan that sets broad directions to maximize long term performance. Tactical -
short term, used to implement strategic plans.
operational plans
very short-term plans that specify what actions individuals, work groups, or departments need to
accomplish in order to achieve the tactical plan and ultimately the strategic plan
forecasting
attempts to predict the future
Contingency plan
Four functions of management
planning, organizing, leading, controlling
Katz's managerial skills
- Technical (job-specific knowledge and techniques)
- Human (ability to work well with people)
- Conceptual (ability to think and express ideas)
Mintzberg's managerial roles
interpersonal roles, informational roles, decisional roles
Classical management approaches
scientific management, The scientific method consists of three steps: observation, experimentation,
and analysis. administrative principles, an approach to management and increasing productivity by
emphasizing organizational structure and human behavior. bureaucratic organization, an
administrative system that relies on policies, rules and hierarchy in both public and private sector.
what is useful information?
timely, High quality, complete, complete, relevant, Understandable.
Information needs in organizations
Intelligence information, gathered from stakeholders and external environment. Internal infromation,
flows through organization. Public information, Disseminated to stakeholders and external
environment.
Four views of ethical behaviour
Moral rights view, does a decision maintain rights of all humans. Individualism view, is the decision
good for ones self interest. Utilitarian view, is the decision good for most people. Justice view,
social responsibility, classical and socio-economic.
classical, managements only responsibility is running a business to maximize profits. Socio-economic,
management of any organization is concerned with broader social welfare.
Big 5 Personality Traits
Openness to experience,
Conscientiousness,
Extraversion,
Agreeableness, emotional stability.
Type A vs Type B personality
Type A: hardworking, more driven (more health problems)
Type B: carefree, relaxed, go with the flow
Stages of team development
forming, storming, norming, performing, adjourning
, formal vs informal groups
Formal- refers to the official organization of people based on the needs of the business, such as by
function or department
Informal- consist of people at work who have formed their own associations based on friendship
and/or common interests
Leadership behaviours
autocratic, visionary, affiliative, democratic, pace-setting, and coaching
Fielders contingency model
proposed that good leadership depends on a match between leadership style and situational
demands
Hersey-Blanchard situational leadership
Selling, Telling, Participating, Delegating
Path goal leadership
Leadership in which a leader should choose a style that best fits the needs of individual group
members and the task they are doing
3 steps of planning
Organizing, leading, controlling.
The planning process
1. define your objective. 2. determine where you stand in relation to you objective. 3. Develop
premises regarding future conditions. 4. analyze alternatives and make a plan. 5. implement the plan
and evaluate results.
long vs short range plans
long - takes three or more years, usually involves top management. short - one year or less, usually
involves lower managers.
strategic and tactical plans
strategic - long term plan that sets broad directions to maximize long term performance. Tactical -
short term, used to implement strategic plans.
operational plans
very short-term plans that specify what actions individuals, work groups, or departments need to
accomplish in order to achieve the tactical plan and ultimately the strategic plan
forecasting
attempts to predict the future
Contingency plan
