| A | B |
|---|
| Ethical Business Practices | Practices that ensure the highest standards of conduct are observed in a company’s relationships with everyone who is a part of the business or affected by the business’ activities. |
| Core Values | The important principles that guide decisions and actions in the company. |
| Executives | Top-level managers with responsibilities for the direction and success of the entire business. |
| Mid-managers | Specialists with responsibilities for specific parts of a company’s operations. |
| Supervisors | The first level of management in a business, responsible for the work of a group of employees and some non-management duties. |
| Tactical Management | A style in which the manager s directive and controlling. |
| Strategic Management | A style in which managers are less directive and involve employees in decision-making. |
| Mixed Management | The combine use of tactical and strategic management styles. |
| Position Influence | The ability to get others to accomplish tasks because of the position the leader holds. |
| Reward Influence | The ability of a leader to give or withhold rewards. |
| Expert Influence | Influence that arises when group members recognize that the leader has special expertise in the area. |
| Identity Influence | Influence that stems from the personal trust and respect members have for the leader. |
| Mission Statement | A short, specific written statement of the reason a business exists and what it wants to achieve. |
