WGU D073 Best Practices in Management Vocabulary
1.Vision: clear, distinctive, and specific view of what a company would
like to achieve in the future, broad description of the value an organization offers instead of a list of specific targets
2.mission statement: describes what the organization needs to do
now to achieve the vision
3.innate attributes: natural abilities
4.Vision Statement: A company owner writes a detailed and clear
picture of what the company will look like five years from now.What is he/she defining to the employees?
5.reward power: The power people have because others believe they
can bestow rewards or outcomes, such as money or recognition, that others desire 1 / 4
6.Coercive power: The power people have because others believe they
can inflict pain or withhold or take away something they value
7.referent power: The power people have because others want to
associate with or be accepted by them
8.expert or resource power: The power people have because others
believe they have and are willing to share expert knowledge or access to resources, such as information, time, or materials
9.legitimate power: The power people have because others believe they
possess the "right" to influence them and that they ought to obey
10.drive: high level of effort, including a strong desire for achievement
as well as high levels of ambition, energy, tenacity, and initiative
11.Leadership Motivation: intense desire to lead others
12.cognitive ability: conceptually skilled, capable of exercising sound
judgment, having strong analytical skills, and possessing the capacity to think strategically and multidimensionally 2 / 4
13.Individualized consideration: The degree to which the leader attends
to each follower's concerns and needs and acts as a mentor or coach.
14.Intellectual stimulation: The degree to which the leader challenges
assump- tions, takes risks, and solicits followers' ideas.
15.Inspirational motivation: The degree to which the leader articulates a
vision that is appealing and inspiring to followers
16.Idealized influence: The degree to which the leader provides a role
model for high ethical behavior, instills pride, and gains respect and trust 3 / 4
17.coercive power: An employee is told by a manager that a project
must be completed by the end of the work week. The manager stresses that if the project is not finished, the employee will have to work on it at home over the weekend, with no additional pay.Which source of power is this manager displaying?
18.legitimate power: A manager asks an employee to take on extra
work and the individual asks why that is necessary. In response, the manager simply points at the position title on the nameplate sitting on his desk and says, "That's why." Which source of power is this manager displaying?
19.unethical: An individual over-reported the company's income to
increase the stock value. This led to the loss of trust among shareholders and an investigation by the Securities and Exchange Commission (SEC).How should this leader's action be characterized?
20.four fundamental management functions: planning, organizing,
leading, and controlling
21.organizing: involves using resources in the most effective way,
assigning tasks, delegating responsibilities, and determining who is reportable to whom in the organization
22.controlling: process of monitoring progress and correcting for any
veering off path
23.Long-range planning: Managers occupying executive positions are
frequent- ly involved in strategic planning and development. They work
- / 4
