Managing People

2. allow managers to inspire their employees by gaining their respect, setting an example and conveying their ideas; involve displaying confidence and excitement and are conveyed through the charisma of an individual
4. used when working with others; measure of a person's ability to operate within business organizations through social communication and interactions; involve relationships which are established from manager to employee, manager to team and manager to department
6. allow managers to accurately convey their thoughts, feelings, goals and objectives to employees by understanding their audience; facilitate good company morale with clear communication
8. presents information to higher management or to the public
10. states the opposite of satisfaction is not dissatisfaction but no satisfaction, and the opposite of dissatisfaction is not satisfaction but no dissatisfaction; suggests the factors leading to job satisfaction are separate from those which lead to job dissatisfaction
12. factors which, when adequate, may eliminate job dissatisfaction, but do not increase job satisfaction; include salary, company policies, administration, interpersonal relations, working conditions
13. allows a leader to keep themselves energized; inspires other employees to follow suit; being goal oriented and intrinsically motivated

1. manipulative behavioral traits which are based on the belief the ends can justify the means
3. the source of control over an individual’s behavior
5. the ability to adjust behavior to external situational factors
7. identifies the five basic needs of individuals which are: physiological, safety, social, esteem, self-actualization; states once a need is satisfied it no longer creates tension and therefore does not motivate the individual
9. serves as a contact for an organization to the public as well as from department to department
11. supervises the quality of work being completed