Section 1
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income statement
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Last updated
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Date created
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Cards (52)
Section 1
(50 cards)
income statement
A financial statement showing the revenue and expenses for a fiscal period.reflects performance.
Belbin's model of team leadership
Solo leader(gets involved in everything, collects yes men) and team leaders( delegates team roles to others, develops team growth).
Cultural Theories?
- Edward T. Hall (high-and-low context cultures) - Geert Hofstede (dimensions of cultures) - Fons Trompenaars and Charles Hampden-Turner, (cultural dilemmas)
common law
Legal system in which each case is considered in terms of how it relates to legal decisions that have already been made; evolves through judicial decisions over time. Common law is created by judges
John French and Bertram Raven 5 ways in which leaders can create power
1. legitimate - created formally through title or position 2.reward - when leader can offer followers something they value in exchange for their commitment 3.expert - when leader is looked as having great knowledge 4.referent- power is created by force of the leader's personality 5. coercive - power is created when the leader has the power to punish those who do not follow.
value
organizations success in meeting strategic goals
value chain
The process by which an organization creates the product or service it offers to the customer. Chain because it represents the sequential and simultaneous contributions of a number of internal and external participants.
Code of conduct
can help an organization promote ethical behavior
balance sheet
a statement of the assets, liabilities, and capital of a business or other organization at a particular point in time, detailing the balance of income and expenditure over the preceding period.Financial health!
Self determination
Individuals are motivated by basic needs within a social and cultural context -Competence -Relatedness -Autonomy
strategic planning
process of setting goals and designing a path toward a competitive position
Fiedler's Contingency Theory
Contends that certain leadership styles are more effective for certain situations. He suggests that a better alternative is to change the favorableness of the situation by changing to one or more of the following factors. 1.leader-member relations 2.task structure 3.position power
Needs theory
Individuals are motivated by a desire to satisfy certain needs. Understanding these needs allows leaders to offer the right incentives and create the most motivational external environments. Common factors are achievement, a desire for social connection, and some degree of control.
McClelland
Individuals are motivated by three basic desires: achievement(accomplishment) affiliation(feeling part of a group) power (influence over others)
authentic leadership or transformational leadership
Leadership style that focuses on challenging and developing members of an organization to attain long-range results through continuous evolution, improvement, or change, based on the leader's vision and strategy.
Stakeholder Concept
Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities.
strategic management
includes actions that leaders take to move their organizations toward these goals and create value for all stakeholders
cash flow statement
how much money comes in an out through operations, investing, and financing.
HR needs to understand levels of law...which are?
1. national - intended to apply across the entire nation 2. subnational-national law supersedes, for ex. state, municipalities, 3. extraterritorial - laws that extend the power of a country's law over its citizens outside that country's sovereign national boundaries.
Effective performance measurement
-Don't measure everything. Focus on performance that supports strategic goals -Blend awareness of past, present, and future performance in creating objectives. -Be mindful of all stakeholders -Reexamine what you're measuring regularly
Gert Hofstede
Six dimensions of culture: -power distance -individualism/collectivism -uncertainty avoidance -masculine/feminine -long-term/short-term -indulgence/restraint
forum or jurisdiction shopping
occurs when plaintiffs seek to bring their suit in a jurisdiction more likely to be sympathetic to their claims
Emergent Theory
Leaders are not appointed but emerge from the group, which chooses the leader based on interactions.
Protecting rights of employees
creating a safe work environment maintaining a fair working environment protecting employee privacy
due process
laws are enforced in accordance to accepted, codified, thereby avoiding unfair or arbitrary action.
Trait Theory
"Great Man"Theory, The traits of recognized leaders were identified and used to assign leadership to individuals with similar characteristics.
jurisdiction
an area of authority or control; the right to administer justice
Hersey-Blanckard Situational Theory
Has two axes: supporting behavior and directing behavior. Has 4 quadrants for how a manager should behave and respond to employee development. Telling, selling, participating, and delegating.
Path-Goal Theory
Leaders task is to enable followers to complete a journey. Leaders role is to define the goal, clarify the foal path, remove obstacles, provide support.
Behavioral School - Blake Mouton's Theory
Two dimensions: consideration for task and consideration for the employee, 5 types of managers.
Nancy Adler obstacles to cultural understanding
-ethnocentrism " our way is the best way" -cultural stereotypes, perceptions of cultures are applied to all culture members -cultural determinism "culture made me do it" -cultural relativism, there are no absolutes and -everything varies
Herzberg
Two factors affecting behavior motivation(intrinsic) hygiene(extrinsic)
Performance objectives should measure
effectiveness(is the initiative accomplishing the objective.?), efficiency (is it producing results that exceed the investment), impact (is it making a difference?)
rule of law
No one is above the law
culture
Beliefs, customs, and traditions of a specific group of people.
Fons Trompenaars and Charles Hampden - Turner - cultural dilemmas
Seven dilemmas that illustrate points of cultural tension -universal/particular -individual/communitarian -neutral/effective -specific/diffuse -achieved/ascribed -sequential/synchronic -internal/external
emotional intelligence
Quality of being sensitive, and the ability to perceive, understand, manage, and use own emotions and impulses.
Edward T. Hall
Context level affects communication and relationships: -High-context culture - a statement's meaning includes the verbal message and the non verbals -Low-context culture - A statements meaning is encoded in its words only.
religious law
Based on religious beliefs and conventions.
Situational Theories
Leadership style should be matched to the maturity of the employee. The maturity of the employee is assessed by the relationship behavior and the task behavior.
Michael Porter's Five Forces Model
This model is based on the premise that every industry and its members face similar competitive challenges. suppliers, buyers threat of entry, threat of substitution.
Influencing power
effective leaders are able to influence power to engage their support
social inteligence
Seeing and interpreting the impact of one's behavior on others and alternating behavior to increase other people's level and comfort and trust.
confidentiality
refers to the treatment of information that an individual has disclosed in a relationship of trust and with the expectation that it will not be divulged to others
motivation
behaviors that direct, sustain human behavior over time
civil law
A legal system based on a written code of laws. Most prevalent for of law in the world. Civil law is created by legislators.
goal-setting theory
motivation can be increased by providing employees with goals agains which they can assess their achievement.
conflict of law
What jurisdiction law will apply.
3 aspects of cultural intelligence (Nancy J Adler)
1. Cognitive-including thinking, learning, and developing knowledge of cultural differences and similarities. To use this information to handle cultural situations. 2. Motivational-including effectiveness, confidence, persistence, value. Cultural differences are embraced. 3. Behavioral-Individuals range of possible actions and responses to intercultural encounters. This quality enables one to be flexible and adapt to multicultural contexts.
Mazlow's Hierarchy of Needs
Five basic categories that must be met in an ascending order. -Physiological (Needs like food) -safety and security (need to feel security) -belonging and love -esteem (respect and the esteem in the yes of others) -self-actualization (to be the best on can be)
Section 2
(2 cards)