D072 Fundamentals of BS (Larger Deck)

Possession of the means to do something

Giving the sender full, undisrupted attention with the intention of fully receiving his or her message

Forceful communication style often carried out in a loud and hostile manner

Productive communication style used by those who express their ideas while listening attentively to others

A theory holding that (1) Individuals are attracted to organization whose members are similar to themselves in terms of personality, values, interests and other attribute; (2) organizations are more likely to select those who possess knowledge, skills, and abilities similar to the ones their existing members possess; and (3) over time, those who do not fit in well are more likely to leave

The unpredictable and uncontrollable but normal reduction of work force due to resignations, retirement, sickness, or death

Leadership style that keeps close control over subordinates and does not seek much input from others

Factor that prevents the receiver from receiving and understanding the message accurately

Guided interview questions where individuals describe their thoughts and feelings during specific situations and a coach helps establish a development plan

Means of passing information from sender to recipient, such as via face-to-face meeting or telephone calls

Guide that publicly sets out an organization's key values and ethical obligations

Ability to take something away or punish someone for noncompliance

Sharing understanding and meanings via oral, nonverbal, and written forms

Dominant way in which an individual interacts and exchanges information with others

The relationship oriented between behaviors of a leader

The attitudes, values, and standards of behavior that distinguishes one organization form another

Philosophy in which a company voluntarily engages in actions that benefit society, be it economically, socially, politically, or environmentally

The existence of a variety of cultural or ethnic groups within a workplace

Framework for assessing organizational culture and organizational dynamics

A method of problem-solving strategy wherein the data collected are expressed visually in order to create new strategies, ways, and methods to solve problems, create opportunities or strengthen weaknesses

When information transmitted is interpreted by the receiver in the way it was intended by the sender

The capacity to be aware of controls and express one's emotions, and to handle interpersonal relationships judiciously and empathetically

The level of a person's emotional intelligence, often as represented by a score in a standardized test

Being attuned and sensitive to the emotional state of others

Behaviors that focus on supporting employees

Principles that serve as a guide about how to behave

Power based on knowledge and special skill or experience

A person who is officially designated as the leader of a group

When organizations carry about CSR missions in an inauthentic way, using them to increase publicity rather than to spur real change

Form of transformational leadership in which a leader models behaviors and attitudes that subordinates choose to emulate

Dilemma in which the ethical choice would be in violation of established laws

Someone who uses their personal skills to contribute to a team

Form of transformation leadership in which a leader takes the time to learn about the talents of each individual and puts them to good use

The way individuals attempt to influence one another in organizations

A person who is not officially appointed as the head of a group

Power that stems from when a leader possesses knowledge that others need or want

The task-related behaviors of a leader

Engage Values, emotions, and beliefs to gain support for a course of action

From of transformational leadership in which a leader inspires a passionate vision among subordinates or the organization itself

From of transformational leadership in which a leader recognizes the intellect of subordinates and empowers them to contribute towards the success or vision of the organization

The ability to acquire and apply knowledge and skills

A number representing a person's reasoning ability as compared to the statistical norm or average for their age

Degree to which an organization operates with openness, communication, and accountability

Variations in attitudes, values, goals, and practices shared by individuals, organizations, or societies based on geography

Refers to supervisory functions, such as planning, coordinating work actives, and providing resources

Self-reflective process of recording thoughts and emotions from day to day, in order to identify patterns

Facts, information, and skills acquired by a person through experience or education

A largely "hands-off" leadership style that provides considerable freedom to subordinates. Tends to lead to non-cooperation of team members

A person who holds a dominant position within a field and can exercise a high degree of control or influence over others

The activity of leading a group of people or an organization or the ability to do this

Manner and approach of direction, implementing plans, and motivating people

An act that is allowed or is in conformity with the law of the land

When the law and personal organizational ethics are in accordance with each other

Dilemma in which established laws are not in accordance or do not uphold the ethical choice

Power that comes from one's organizational role or position

Extent to which an entity believes the current and anticipates circumstances, and it's response to them are within it's control

Cunning, scheming, and unscrupulous

An individual who oversees a certain group of tasks, or a certain subset of a company and often has a staff of people who report to them

An organization model developed in the 1980's by Tom Peters and Robert Waterman (the authors of In Search of Excellence) that analyzes seven key internal aspects of an organization that need to be aligned if it is to achieve it's objectives and improve performance

Hierarchical, bureaucratic, organizational structure characterized by (1) centralization of authority, (2) formalization and practices, and (3) specialization of function

Focusing all of your energy and attention on one specific area of the present moment

Consciousness of the present moment

Rules people develop as a result of cultural norms and values and are, traditionally passed down though generations and characterize a cultural group

Expressing information without the use of words, such as using body language, tone of voice, facial expressions, and even silence

Expressing information or ideas though spoken words

Organizational structure characterized by (1) flatness: communications and interactions are horizontal, (2) low specialization: knowledge resides wherever it is most useful, and (3) decentralization: Great deal of formal and informal participation in decision-making

The shared values, beliefs, and norms of an organization that affect the strategies and operating procedures of the business

Rules, principles, and standards for deciding what is morally right or wrong when doing business

A system used to define a hierarchy within an organization

Leadership style that seeks input from subordinates

Tentative communication style used by those who are hesitant to speak up

Indirect communication style that uses hidden messages to express needs and ideas

Illegal-ethical conflict in which U.S. Government officials leaked top secret papers to inform the public about government actions during the Vietnam War

Leadership style that is primarily concerned with interpersonal relations in the workplace

The degree to which a person's skill, knowledge, abilities, and other characteristics match the job demands

The degree to which a person's values, personality, goals, and other characteristics match those of the organization

Information that is exchanged between sender and recipient for personal purposes

Emotional intelligence competence related to self-awareness, self-regulation, and motivation

Codes, principles, and values that shape our interaction with others

The relatively stable feelings, thoughts, and behavioral patterns a person has

The ability to influence the behavior of others to get what they want

The management initiative to design work processes so that they align with the organizations strategic goals

Information that is exchanged in a business context for the commercial benefit of an organization

Using facts, data, and logical argument to try and convince others that your point of view is the best alternative

Ability of a leader to influence people because of their attraction and respect to the leader

When the receiver is preparing what to say in response instead of actively listening to the sender's message

Part of a strategy to engage existing customers in order to retain them and understand their evolving needs or demands. It is a business paradigm where a business views the association with its patrons as an ongoing relationship rather than a mere transaction

Ability to grant a award to an employee in exchange for job performance

Law aimed at improving corporate transparency by requiring clear reporting practices

Knowing your inner preferences, beliefs, and resources in order to recognize patterns in your behavior and thoughts

Controlling your thoughts and impulses in order to manage your internal state

Participation in challenging emotional intelligence simulation in order to receive feedback on EQ competencies

Leadership theory that suggests that to be effective, leaders must adapt their style based on the circumstances

Experience and behaviors associated with the application of knowledge

Emotional intelligence competencies related to empathy and social skills

A broad range of behaviors related to managing relationships with others

Those who have a stake in the performance and output of an organization, such as employees, unions, investors, suppliers, consumers, local and national governments, and communities

Used to preserve a positive relationship between communicators while still addressing the problem at hand

Questionnaires that track preferred actions in specific emotional intelligence situations

Leadership style that is primarily concerned with job tasks

Leadership style that assumes employees have their own desires and will not be motivated without extrinsic rewards from leadership

Leadership the assumes it is possible to intrinsically motivate employees so that their desires match those of leadership

Stable life goals that people have, reflecting what is most important to them

An IQ test designed to measure intelligence and cognitive ability in adults and older adolescents

The organizational code of ethics that governs responsible and respectful behavior at WGU

Those who tell the public or the authorities about alleged misconduct occurring in a government department, private company, or organization

International organization tasked with promoting global trade, enforcing common trade regulations, and helping promote ethical behavior among members

Expressing information in the form of written words

Clan, Hierarchy, Market, Adhocracy

Internally oriented towards family and relationships, mentoring, nurturing, and participation, and is flexible and has less formal structure. (Agreeableness)

Oriented towards structure, control, coordination, and efficiency. Processes and procedures are well-established and should be followed (Conscientiousness)

Externally focused on profitability, achieving competitive advantage, market share, and is results oriented. This manager is committed to do whatever it takes to maintain the highest customer satisfaction ratings in the industry (Extraversion)

tends to be more flexible and responsive to external forces and is characterized as a dynamic, entrepreneurial, and creative workplace (Openness)

(Efficient and organized) People with this trait are organized, punctual, and dependable

The perception that we control our own fate

The perception that chance or outside forces beyond our personal control determine our fate

Empathize, define, ideate, Prototype, test, implement

Research your users' needs

Challenge assumptions and create ideas

Start or create solutions

Trying your solutions out

Introducing your ideas to the market

Selling, Telling, Participating, Delegating

Leaders are still the decision makers, but they communicate and work to persuade employees rather than simply direct them

This is a directive and authoritative approach. The leader makes decisions and tell employees what to do

Leaders work with team members to make decisions together. They support and encourage them and are more participatory

The leader assigns decision-making responsibility to team members but oversees their work

Highest level of management, consisting of the president and other key company executives who develop strategic plans

The level of management that includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling

lower-level managers who supervise the operational activities of the organization

Managers focus on relationship building and communication internally within the company and externally with clients and other stakeholders. As a leader, managers need to act as a role model and source of inspiration for their employees

Managers spend much of their time gathering, analyzing, and disseminating information to those both above and below them

Managers are responsible for making decisions, allocating resources, and negotiating

Inspire employees, create a shared vision of excellence, demonstrate commitment to ethical practices through consistent actions

Implement robust ethics training, establish speak-up cultures, create independent ethics oversight, tie executive compensation to ethical performance

Create psychological safety, develop multiple communication channels, enable employees to challenge decisions without repercussions

Separate safety oversight from financial metrics, create an independent safety review board, implement a matrix organizational structure

Rebuild organizational values, prioritize safety, create transparency, establish continuous learning and improvement mechanisms

Johnson & Johnson Crisis Flashcards:

Voluntarily recalling 31 million bottles of Tylenol, prioritizing public safety over financial concerns

Demonstrated empathy, maintained self-awareness, used effective social skills, regulated emotions during high-stress situation

Immediate and transparent communication, use of multiple channels, taking full responsibility, offering free product replacements

Followed company credo, prioritized customer safety, considered long-term brand sustainability over short-term financial gains

Proactive risk management, transparent communication, developing tamper-proof packaging, maintaining public trust

The ability to recognize, understand, and manage one's own emotions while also being aware of and influencing the emotions of others in a professional setting

A leadership approach that inspires and motivates employees by creating a compelling vision, encouraging innovation, and focusing on personal and professional development of team members

Clear messaging, multiple communication channels, active listening, transparency, and creating a culture of open dialogue

The core principles and beliefs that guide an organization's internal behavior and external interactions, shaping its culture, decision-making, and overall strategic approach

An environment where employees feel safe to take risks, voice opinions, ask questions, and admit mistakes without fear of punishment or embarrassment

By prioritizing stakeholder well-being, maintaining long-term reputation, ensuring legal compliance, and balancing financial objectives with moral responsibilities

Additional Critical Thinking Flashcards:

Encourages employees to report concerns, identifies potential issues early, promotes transparency, and prevents potential organizational risks

An approach that considers the interests and impacts on all parties affected by business decisions, not just shareholders

Through transparent communication, taking immediate responsibility, demonstrating genuine concern, and implementing corrective actions

Guiding decision-making, maintaining organizational integrity, providing a consistent framework for response, and protecting long-term reputation

Leaders shape organizational culture through their actions, communication, decision-making, and by setting an example of expected behaviors

Immediacy, transparency, empathy, consistent messaging, using multiple communication channels, and taking responsible action