People who notice opportunities and take responsibility for mobilizing the resources necessary to produce new and improved goods and services
What is entrepreneurs
100
Psychological forces that determine the direction of a person's behaviour in an organization, a person's level of effort, and a person's level of persistence.
What is motivation?
100
The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.
What is leadership?
100
This is the process through which people select, organize, and interpret sensory input to give meaning and order to the world around them.
What is perception?
100
This is the process of comparing performance on specific dimensions with the performance of high-performing organizations.
What is benchmarking?
200
Developing new ways of solving social problems.
What is social innovation?
200
Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.
What are needs theories?
200
These are the sources of power leaders have.
What are legitimate, reward, coercive, expert, and referent?
200
This is the discord that arises when goals, interests, or values of different individuals or groups are incompatible and those individuals or groups block or thwart each other's attempts to achieve their objectives.
What is organizational conflict?
200
These are the steps in the control process.
What are establish standards against which performance is evaluated; measure actual performance; compare actual performance against chosen standards; evaluate results and take corrective action when standard is not being achieved.
300
This encourages positive attitudes and behaviours that foster creativity and innovation.
What is an adaptive culture?
300
This is a need theory that distinguishes between motivator needs and hygiene needs.
What is Herzberg's motivator-hygiene theory?
300
These are the four kinds of behaviours leaders use to motivate subordinates identified by path-goal theory.
What are directive, supportive, participative, and achievement-oriented behaviours?
300
These are the conflict-handling behaviours.
What are avoiding, competing, compromising, accommodating, and collaborating?
300
These are the control systems.
What are feedforward, concurrent, and feedback?
400
These are the steps in the change process.
What is assess the need for change; decide on the change to make; implement the change; evaluate the change?
400
These are the three major factors that determine a person's motivation in the expectancy theory.
What are expectancy, instrumentality, and valence?
400
The characteristics of subordinates or the characteristics of a situation or context that act in place of the influence of a leader and make leadership unnecessary are called this.
What is leader substitute?
400
These are conflict management strategies focused on the organization.
What are changing structure or culture and altering the source of the conflict?
400
These are types of controls.
What are output, behavioural, and clan controls?
500
These are the forces that direct behaviour away from the status quo.
What are driving forces?
500
These are theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviours and the attainment of goals.
What are learning theories?
500
This occurs when managers guide or motivate their subordinates in the direction of established goals.
What is transactional leadership?
500
These are five strategies individuals can rely on to increase the odds of a win-win situation in negotiations.
What are emphasize the big-picture goals; focus on the problem, not the people; focus on interests, not demands; create new options for joint gain; focus on what is fair.
500
Corporate governance, direct supervision, management by objectives, and bureaucratic rules are mechanisms of this type of control.