D072 Fundamentals for Success in Business latest exam update 2025, Exams of Advanced Education

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D072 Fundamentals for Success in Business latest exam update 2025

Ability - Possession of the means to do something Active Listening - Giving the sender full, undisrupted attention with the intention of fully receiving his or her message Aggressive Communicator - Forceful communication style often carried out in a loud and hostile manner Assertive communicator - Productive communication style used by those who express their ideas while listening attentively to others Attraction-Selection-Attrition (A-S-A) - A theory holding that (1) Individuals are attracted to organization whose members are similar to themselves in terms of personality, values, interests and other attribute; (2) organizations are more likely to select those who possess knowledge, skills, and abilities similar to the ones their existing members possess; and (3) over time, those who do not fit in well are more likely to leave Attrition - The unpredictable and uncontrollable but normal reduction of work force due to resignations, retirement, sickness, or death Autocratic Style - Leadership style that keeps close control over subordinates and does not seek much input from others Barrier to Effective Communication - Factor that prevents the receiver from receiving and understanding the message accurately Behavioral Event Interviews - Guided interview questions where individuals describe their thoughts and feelings during specific situations and a coach helps establish a development plan

Channel - Means of passing information from sender to recipient, such as via face-to-face meeting or telephone calls Code of Ethics - Guide that publicly sets out an organization's key values and ethical obligations Coercive power - Ability to take something away or punish someone for noncompliance Communication - Sharing understanding and meanings via oral, nonverbal, and written forms Communication Style - Dominant way in which an individual interacts and exchanges information with others Consideration - The relationship oriented between behaviors of a leader Corporate Culture - The attitudes, values, and standards of behavior that distinguishes one organization form another Corporate Social Responsibility (CSR) - Philosophy in which a company voluntarily engages in actions that benefit society, be it economically, socially, politically, or environmentally Cultutal Diversity - The existence of a variety of cultural or ethnic groups within a workplace CVF Model - Framework for assessing organizational culture and organizational dynamics Design Thinking - A method of problem-solving strategy wherein the data collected are expressed visually in order to create new strategies, ways, and methods to solve problems, create opportunities or strengthen weaknesses

Effective Communication - When information transmitted is interpreted by the receiver in the way it was intended by the sender Emotional Intelligence - The capacity to be aware of controls and express one's emotions, and to handle interpersonal relationships judiciously and empathetically Emotional Quotient (EQ) - The level of a person's emotional intelligence, often as represented by a score in a standardized test Empathy - Being attuned and sensitive to the emotional state of others Employee-Member-Centered Behaviors - Behaviors that focus on supporting employees Ethics - Principles that serve as a guide about how to behave Expert Power - Power based on knowledge and special skill or experience Formal Leaders - A person who is officially designated as the leader of a group Greenwashing - When organizations carry about CSR missions in an inauthentic way, using them to increase publicity rather than to spur real change Idealized influence - Form of transformational leadership in which a leader models behaviors and attitudes that subordinates choose to emulate Illegal-Ethical - Dilemma in which the ethical choice would be in violation of established laws

Individual Contributor - Someone who uses their personal skills to contribute to a team Individualized Consideration - Form of transformation leadership in which a leader takes the time to learn about the talents of each individual and puts them to good use Influence Tactics - The way individuals attempt to influence one another in organizations Informal Leaders - A person who is not officially appointed as the head of a group Information Power - Power that stems from when a leader possesses knowledge that others need or want Initiating - The task-related behaviors of a leader Inspirational Appeals - Engage Values, emotions, and beliefs to gain support for a course of action Inspirational Motivation - From of transformational leadership in which a leader inspires a passionate vision among subordinates or the organization itself Intellectual Stimulation - From of transformational leadership in which a leader recognizes the intellect of subordinates and empowers them to contribute towards the success or vision of the organization Intelligence - The ability to acquire and apply knowledge and skills Intelligence Quotient - A number representing a person's reasoning ability as compared to the statistical norm or average for their age

Internal Transparency - Degree to which an organization operates with openness, communication, and accountability International Business Culture - Variations in attitudes, values, goals, and practices shared by individuals, organizations, or societies based on geography Job-Centered Behaviors - Refers to supervisory functions, such as planning, coordinating work actives, and providing resources Journaling - Self-reflective process of recording thoughts and emotions from day to day, in order to identify patterns Knowledge - Facts, information, and skills acquired by a person through experience or education Laissez-faire Style - A largely "hands-off" leadership style that provides considerable freedom to subordinates. Tends to lead to non-cooperation of team members Leader - A person who holds a dominant position within a field and can exercise a high degree of control or influence over others Leadership - The activity of leading a group of people or an organization or the ability to do this Leadership Style - Manner and approach of direction, implementing plans, and motivating people Legal - An act that is allowed or is in conformity with the law of the land Legal-Ethical - When the law and personal organizational ethics are in accordance with each other

Legal-Unethical - Dilemma in which established laws are not in accordance or do not uphold the ethical choice Legitimate Power - Power that comes from one's organizational role or position Locus of Control - Extent to which an entity believes the current and anticipates circumstances, and it's response to them are within it's control Machiavellian - Cunning, scheming, and unscrupulous Manager - An individual who oversees a certain group of tasks, or a certain subset of a company and often has a staff of people who report to them McKinsey 7-S - An organization model developed in the 1980's by Tom Peters and Robert Waterman (the authors of In Search of Excellence) that analyzes seven key internal aspects of an organization that need to be aligned if it is to achieve it's objectives and improve performance Mechanistic - Hierarchical, bureaucratic, organizational structure characterized by (1) centralization of authority, (2) formalization and practices, and (3) specialization of function Meditation - Focusing all of your energy and attention on one specific area of the present moment Mindfulness - Consciousness of the present moment Morals - Rules people develop as a result of cultural norms and values and are, traditionally passed down though generations and characterize a cultural group

Nonverbal communication - Expressing information without the use of words, such as using body language, tone of voice, facial expressions, and even silence Oral Communication - Expressing information or ideas though spoken words Organic - Organizational structure characterized by (1) flatness: communications and interactions are horizontal, (2) low specialization: knowledge resides wherever it is most useful, and (3) decentralization: Great deal of formal and informal participation in decision-making Organizational Culture - The shared values, beliefs, and norms of an organization that affect the strategies and operating procedures of the business Organizational Ethics - Rules, principles, and standards for deciding what is morally right or wrong when doing business Organizational Structure - A system used to define a hierarchy within an organization Participative Style - Leadership style that seeks input from subordinates Passive Communicator - Tentative communication style used by those who are hesitant to speak up Passive-Aggressive Communication Style - Indirect communication style that uses hidden messages to express needs and ideas Pentagon Papers - Illegal-ethical conflict in which U.S. Government officials leaked top secret papers to inform the public about government actions during the Vietnam War People-Oriented Style - Leadership style that is primarily concerned with interpersonal relations in the workplace

Person-job fit - The degree to which a person's skill, knowledge, abilities, and other characteristics match the job demands Person-Organization Fit - The degree to which a person's values, personality, goals, and other characteristics match those of the organization Personal Communication - Information that is exchanged between sender and recipient for personal purposes Personal Competencies - Emotional intelligence competence related to self-awareness, self-regulation, and motivation Personal Ethics - Codes, principles, and values that shape our interaction with others Personality - The relatively stable feelings, thoughts, and behavioral patterns a person has Power - The ability to influence the behavior of others to get what they want Process Management - The management initiative to design work processes so that they align with the organizations strategic goals Professional Communication - Information that is exchanged in a business context for the commercial benefit of an organization Rational Persuasion - Using facts, data, and logical argument to try and convince others that your point of view is the best alternative

Referent Power - Ability of a leader to influence people because of their attraction and respect to the leader Rehearsing - When the receiver is preparing what to say in response instead of actively listening to the sender's message Relationship Management - Part of a strategy to engage existing customers in order to retain them and understand their evolving needs or demands. It is a business paradigm where a business views the association with its patrons as an ongoing relationship rather than a mere transaction Reward Power - Ability to grant a award to an employee in exchange for job performance Sarbanes-Oxley Act (SOX) - Law aimed at improving corporate transparency by requiring clear reporting practices Self-Awareness - Knowing your inner preferences, beliefs, and resources in order to recognize patterns in your behavior and thoughts Self-Regulation - Controlling your thoughts and impulses in order to manage your internal state Simulation Feedback - Participation in challenging emotional intelligence simulation in order to receive feedback on EQ competencies Situational Theories of Leadership - Leadership theory that suggests that to be effective, leaders must adapt their style based on the circumstances Skills - Experience and behaviors associated with the application of knowledge Social Competencies - Emotional intelligence competencies related to empathy and social skills

Social Skills - A broad range of behaviors related to managing relationships with others Stakeholders - Those who have a stake in the performance and output of an organization, such as employees, unions, investors, suppliers, consumers, local and national governments, and communities Supportive Communication - Used to preserve a positive relationship between communicators while still addressing the problem at hand Surveys - Questionnaires that track preferred actions in specific emotional intelligence situations Task-Oriented Style - Leadership style that is primarily concerned with job tasks Transactional Leadership - Leadership style that assumes employees have their own desires and will not be motivated without extrinsic rewards from leadership Transformational Leadership - Leadership the assumes it is possible to intrinsically motivate employees so that their desires match those of leadership Values - Stable life goals that people have, reflecting what is most important to them Wechsler Adult Intelligence Scale - An IQ test designed to measure intelligence and cognitive ability in adults and older adolescents WGU Code of Student Conduct - The organizational code of ethics that governs responsible and respectful behavior at WGU

Whistleblowers - Those who tell the public or the authorities about alleged misconduct occurring in a government department, private company, or organization Work Trade Organization (WTO) - International organization tasked with promoting global trade, enforcing common trade regulations, and helping promote ethical behavior among members Written Communication - Expressing information in the form of written words Culture Archetypes - Clan, Hierarchy, Market, Adhocracy Clan Culture - Internally oriented towards family and relationships, mentoring, nurturing, and participation, and is flexible and has less formal structure. (Agreeableness) Hierarchy Culture - Oriented towards structure, control, coordination, and efficiency. Processes and procedures are well-established and should be followed (Conscientiousness) Market Culture - Externally focused on profitability, achieving competitive advantage, market share, and is results oriented. This manager is committed to do whatever it takes to maintain the highest customer satisfaction ratings in the industry (Extraversion) Adhocracy Culture - tends to be more flexible and responsive to external forces and is characterized as a dynamic, entrepreneurial, and creative workplace (Openness) Conscientiousness - (Efficient and organized) People with this trait are organized, punctual, and dependable Internal Locus of Control - The perception that we control our own fate

External Locus of Control - The perception that chance or outside forces beyond our personal control determine our fate 6 Stages of Design Thinking - Empathize, define, ideate, Prototype, test, implement Empathize (Design Thinking) - Research your users' needs Define (Design Thinking) - State your users' needs and problems Ideate (Design Thinking) - Challenge assumptions and create ideas Prototype (Design Thinking) - Start or create solutions Test (Design Thinking ) - Trying your solutions out Implement (Design Thinking) - Introducing your ideas to the market Situational Theories of Leadership (Approaches) - Selling, Telling, Participating, Delegating Selling - Leaders are still the decision makers, but they communicate and work to persuade employees rather than simply direct them Telling - This is a directive and authoritative approach. The leader makes decisions and tell employees what to do Participating - Leaders work with team members to make decisions together. They support and encourage them and are more participatory

Delegating - The leader assigns decision-making responsibility to team members but oversees their work Top Management - Highest level of management, consisting of the president and other key company executives who develop strategic plans Middle Management - The level of management that includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling Frontline Management - lower-level managers who supervise the operational activities of the organization Interpersonal Role - Managers focus on relationship building and communication internally within the company and externally with clients and other stakeholders. As a leader, managers need to act as a role model and source of inspiration for their employees Informational Role - Managers spend much of their time gathering, analyzing, and disseminating information to those both above and below them Decisional Role - Managers are responsible for making decisions, allocating resources, and negotiating