WGU D072 Fundamentals for Success in Business Terms Explained

WGU D072 Fundamentals for Success in Business Terms Explained WGU D072 Fundamentals for Success in Business Terms Explained Autocratic Leadership A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group. Authoritative Leadership -Makes decisions for the group -Staff output is high -Uses coercion (gets people to do things via force or threats) -Communications goes down a chain of command Laissez-faire Leadership A leadership style that leaves much of the business decision-making to the workforce - a 'hands off' approach and the reverse of the autocratic style Participative Leadership Leaders work with team members to make decisions together. They support and encourage them and are more participatory. M3 Followers Selling leadership Leaders are still the decision-makers, but they communicate and work to persuade employees rather than simply direct them. M2 Followers Telling Leadership This is a directive and authoritative approach. The leader makes decisions and tells employees what to do. M1 Followers Delegating Leadership The leader assigns decision-making responsibility to team members but oversees their work. M4 Followers People Oriented Leadership creating overall success by building lasting relationships with employees. This type of leader does care about tasks and schedules, but he/she believes that work culture is more important. Task-oriented Leadership focuses on overall success through the completion of tasks. This type of leader doesn't care as much about relationship building as he/she cares about workers meeting particular goals within a preset time frame. Transactional Leadership leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance Visionary Leadership leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting Transformational Leadership leadership that generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group Servant Leadership focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself. Passive Aggressive making indirect accusations, showing resentment, procrastination, and other behaviors aimed at thwarting another's resolution of conflict Passive a behavior influenced by intimidation that can often lead to feelings of resentment and victimization Aggressive an aggression-based behavior that employs intimidation and manipulation Assertive Acting with confidence and force; sure of one's self Denotation and Connotation connotation is an implied meaning, denotation is the exact definition Self Regulation the exercise of voluntary control over the self to bring the self into line with preferred standards Moral Identity the aspect of personality that is present when individuals have moral notions and commitments that are central to their lives Machiavellianism the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means (Manipulative) Inspirational Appeal An influence tactic designed to appeal to one's values and ideals, thereby creating an emotional or attitudinal reaction Rational Persuasion An influence tactic using logical arguments and hard facts to show the target that the request is a worthwhile one Legitimate Power Power due to position Reverent power Power earned by those who are respected Beliefs specific ideas that people hold to be true Norms rules and expectations by which a society guides the behavior of its members Culture the enduring behaviors, ideas, attitudes, values, and traditions shared by a group of people and transmitted from one generation to the next Ethics the principles of right and wrong that guide an individual in making decisions whistle-blowing The disclosure of information by a company insider that exposes illegal or unethical behavior by others within the organization Sheltering protecting Green Washing Deceptive practices used to promote the perception that an organizations product, aims or policies are environmentally friendly Cherry Picking act of pointing at individual cases or data that seem to confirm a particular position, while ignoring a significant portion of related cases or data that may contradict that position Adhocracy Culture (Create) has an external focus and values flexibility Clan Culture (Collaborate) internal focused, values flexibility rather than stability and control, encourages collaboration among employees Hierarchy Culture (Control) has an internal focus and values stability and control over flexibility Market Culture (Compete) has a strong external focus and values stability and control Organizational Culture the set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization Organizational Leadership the process and practice by key executives of guiding and shepherding people in an organization toward a vision over time and developing that organization's future leadership and organization culture Attrition a gradual reduction or weakening; a rubbing away Attraction something that draws attention Person-Job Fit The degree to which a person's skill, knowledge, abilities, and other characteristics match the job demands. Person-Organization Fit The degree to which a person's values, personality, goals, and other characteristics match those of the organization. Neuroticism degree of emotional instability or stability. anxious, irritable, and moody. Openness curious, original, creative, and open to new ideas. Extraversion refers to people who are outgoing, talkative, and sociable. Conscientiousness A personality dimension that describes someone who is responsible, dependable, persistent, and organized, punctual, and dependable. Agreeableness tolerant, sensitive, trusting, and kind. Top Management The highest level, consists of the president and other key company executives who develop strategic plans. Middle Management Includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling. Mentor a wise and trusted guide and advisor Front Line Management Lowest level of management in the hierarchy; responsible for the work of the operating employees only and does not supervise other managers. Manager responsible for a group of people, a department, or specific tasks within a company. Leader refers to the act of influencing others to work toward a goal. Team Member A person who works with other members of the group to help achieve a common goal. Competing Values Framework provides a practical way for managers to understand, measure, and change organizational culture Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuable Values the stable, enduring goals that one has for life Morals sets of rules that individuals develop based on cultural norms and beliefs. Courage willingness to face agony, pain, intimidation, or uncertainty, even when you are reluctant or fearful. Emotional Connection Feelings that create a bond between 2 or more people. Emotional Quotient (EQ) a measure of someone's emotional intellegence Emotional Intelligence (EI) the capacity to be aware of, control, and express ones emotions, and to handle interpersonal relationships judiciously and emphatically Self Awareness the ability to accurately perceive, assess, and exhibit appropriate emotions. Self Management allows you to channel your emotions in a positive way. Social Awareness the ability to empathize and understand the emotions of others. Relationship Management the ability to assist others in managing their own emotions and to establish supportive relationships with others. M1 Followers Followers have low competence and low commitment. M2 Followers Followers have low competence, but high commitment. M3 Followers Followers have high competence, but low commitment and confidence. M4 Followers Followers have high competence and high commitment and confidence. Individual Contributor is someone who uses his or her personal skills to contribute to a team. Formal Leaders come from a position of authority built into the organization's structure. They use the power inherent to the position. The long-term success and committed followership from their employees is a result of their ability to influence others. Informal Leaders do not have a recognized position of authority. They influence people within their reach through the strength of conviction and charisma. Hofstede Model evaluates cultures based on the dimensions of individualism, collectivism, power distance, and uncertainty avoidance Collectivism the practice or principle of giving a group priority over each individual in it. Mechanistic Organizational Structures an organization system marked by rules, procedures, a clear hierarchy of authority, and centralized decision making. best suited to stable environments that contain low uncertainty. Organic Organizational Structures characterized by fluidity and a wider span of control. They work best in unstable, complex, changing environments. Clan Personality Trait agreeableness Adhocracy Personality Trait openness Market Personality Trait extraversion Hierarcy Personality Trait conscientiousness 80/20 Rule Active listening should be outwardly focused, with an 80/20 listening to speaking ratio. Empathize Research your users' needs. Define State your users' needs and problems. Ideate Challenge assumptions and create ideas. Prototype Start to create solutions. Test Try your solutions out. Implement Introduce your idea to markets. Autocratic Leadership Style Characteristic Telling Participative Leadership Style Characteristic Selling and Participating Laissez-faire Leadership Style Characteristic Delegating