Management Book Key Terms

Front 1

Leadership

Back 1

The process of inspiring others to work hard to accomplish important tasks.

Front 2

Power

Back 2

The ability to get someone to do something you want done or to make things happen the way you want.

Front 3

Reward power

Back 3

The ability to offer something of value as a means of influencing people.

Front 4

Vision

Back 4

A clear sense of the future.

Front 5

Coercive Power

Back 5

The ability to use punishment as a means of influencing other people.

Front 6

Legitimate Power

Back 6

The ability to influence other people by formal authority, or the rights of an office.

Front 7

Expert Power

Back 7

The ability to influence other people by specialized knowledge.

Front 8

Referent Power

Back 8

The ability to influence other people because of their desire to identify personally with the leader.

Front 9

Leadership Style

Back 9

The recurring pattern of behaviors exhibited by a leader.

Front 10

Substitutes for Leadership

Back 10

Factors in the work setting that influence behavior without the involvement of a leader.

Front 11

Authority Decision

Back 11

A decision made by the leader and then communicated to the group.

Front 12

Consultative Decision

Back 12

A decision made by a leader with the full participation of all group members.

Front 13

Group Decision

Back 13

A decision made with the full participation of all group members.

Front 14

Charismatic Leaders

Back 14

A leader who develops a special leader-follower relationship and inspires followers in extraordinary ways.

Front 15

Transformational Leadership

Back 15

Inspirational leadership that gets people to do more in achieving high performance.

Front 16

Transactional Leadership

Back 16

Leadership that directs the efforts of others through tasks, rewards, and structures.

Front 17

Emotional Intelligence

Back 17

The ability to understand and weal well with emotions at work.

Front 18

Integrity

Back 18

Honesty, credibility, and consistency in putting values into action

Front 19

Moral Leadership

Back 19

Sets high ethical standards for others to follow.

Front 20

A Learning Organization

Back 20

Utilizes people, values, and systems to continuously change and improve its performance.

Front 21

Innovation

Back 21

The process of taking a new idea and putting it into practice.

Front 22

Change Leaders

Back 22

Actively sponsors and leads the processes of change.

Front 23

Planned Change

Back 23

Occurs as a result of specific efforts by a change leader.

Front 24

Unfreezing

Back 24

The phase during which a situation is prepared for change

Front 25

Changing

Back 25

The phase where a planned change actually takes place

Front 26

Refreezing

Back 26

The phase at which change is stabilized.

Front 27

Force Coercion

Back 27

Strategy pursues change through formal authority and/or the use of rewards or punishments.

Front 28

Organizational Development

Back 28

A comprehensive effort to improve an organization’s ability to deal with its environment and solve problems.

Front 29

OD Intervention

Back 29

A structured activity that helps create change in organization development.

Front 30

Stress

Back 30

A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities.

Front 31

Stressor

Back 31

Anything that causes stress.

Front 32

Type A Personality

Back 32

A person oriented toward extreme achievement, impatience, and perfectionism

Front 33

Constructive Stress

Back 33

Acts in a positive way to increase effort, stimulate creativity, and encourage diligence in one’s work.

Front 34

Destructive Stress

Back 34

Impairs the performance of an individual.

Front 35

Joe Burnout

Back 35

Physical and mental exhaustion that can be incapacitating personally and with respect to work.

Front 36

Workplace rage

Back 36

Overtly aggressive behavior toward co-workers or the work setting.

Front 37

Personnel Wellness

Back 37

The pursuit of one’s full potential through a personal-health promotion program

Front 38

Ethical Behaivor

Back 38

is accepted as "right" or "good" in the context of a governing moral code.

Front 39

Values

Back 39

Broad beliefs about what is or is not appropriate

Front 40

Utilitarian View

Back 40

Considers ethical behaivor as that which delivers the greatest good to the greatest number of people

Front 41

Individualism View

Back 41

Considers ethical behavior as that which advances long-term self-interests

Front 42

Moral Rights View

Back 42

Considers ethical behavior as that which respects and protects fundamental rights.

Front 43

Justice View

Back 43

Considers ethical behavior as that which respects and protects fundamental right.

Front 44

Cultural Relativism

Back 44

Suggests there is no one right way to behave; ethical behavior is determined by its cultural context.

Front 45

Ethical Dilemma

Back 45

A situation with a potential course of action that, although offering potential benefit or gain, is also unethical

Front 46

Ethics Training

Back 46

Helps people better understand the ethical aspect of decision making.

Front 47

Whisteblower

Back 47

Exposes the misdeeds of others in organizations

Front 48

Code of Ethics

Back 48

written document that states values and ethical standards intended to guide the behavior of employees

Front 49

Corporate Responsibility

Back 49

The obligation of an organization to act in ways that serve the interests of its stakeholders

Front 50

Social Audit

Back 50

A systematic assess,emt of an organization's accomplishment in areas of social responsibility

Front 51

Ethical Leadership

Back 51

Moral leadership that meets the test of being "good" rther than "bad" and "right" rather than "wrong"

Front 52

Leadership Integrity

Back 52

The leaders honesty, credability, and consistancy in putting ethical values in actions