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comm 222: organizational behavior > chapter 12: ethics > Flashcards

chapter 12: ethics Flashcards

1
Q

Ethics​

A

the s​ystematic​ thinking about the moral consequences of decisions

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2
Q

Moral consequences

A

the potential for harm to any stakeholders in the decision

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3
Q

Stakeholders

A

people inside or outside of an organization who have the potential to be affected by organizational decisions

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4
Q

who tends to see the organization for who they work for as being more ethical, top managers, or those below?

A

the top managers

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5
Q

who is more ethical

undergraduate students or MBA students

A

undergraduate students

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6
Q

what are the common themes of ethical issues facing managers?

A

Honest communication

Fair treatment

Special consideration

Fair competition

Responsibility to organization

Corporate social responsibility

Respect for law

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7
Q

what are the causes of unethical behavior in organizations?

A

gain

role conflict

Strong organizational identification

competition

personality

Organizational and industry culture

Whistle-blowing

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8
Q

how can gain lead to unethical behavior?

A

The role of temptation

The anticipation of sound reinforcement for following an unethical action, especially if no
punishment is expected

Compensation systems designed around very high bonuses

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9
Q

how can role conflict lead to unethical behavior?

A

the fact that some role conflicts that get resolved in an unethical way (very common ethical dilemma)

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10
Q

what is a common form of role conflict regarding our “bureaucratic” role as an organizational employee

A

when our “bureaucratic” role as an organizational employee is
at odds with one’s role as the member of a profession

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11
Q

how can strong organizational identification lead to unethical behavior?

A

it can lead employees to engage in unethical activities to “help” the organization

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12
Q

how can competition lead to unethical behavior?

A

Rigid competition for scarce resources can stimulate unethical behaviour

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13
Q

how can organizational and industry culture lead to unethical behavior?

A

The conduct of peers and superiors can strongly influence ethical behaviour

Corporate cultures can sometimes reward unethical behaviour

Rewarding unethical behaviour can result in the development of an unethical culture

Upper-level managers tend to be naïve about the extent of ethical lapses in those below them

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14
Q

true or false

Corporate codes of conduct can have an impact on ethical decision making

A

true bruv

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15
Q

how can whistle-blowing to unethical behavior?

A

o​ccurs when a current/former organizational member discloses illegitimate practices to some person or organization that may be able to take action to correct these practices

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16
Q

does whistle blowing happen inside, outside, or both inside and outside an organization?

A

can be both

17
Q

who tends to be whistle blowers

people with or without power?

A

people without power

18
Q

Sexual harassment

A

f​orm of unethical behaviour

comes from abuse of power & the perpetuation of a gender power imbalance

19
Q

who commits the most severe form of sexual harassment

A

committed by supervisors

20
Q

who are the most frequent perpetrators of sexual harassment?

A

most frequent perpetrators are co-workers

21
Q

where is sexual harassment most prevalent

A

in hostile work environments

it is most likely in male-dominated industries & organizations in which men attempt to maintain their dominance

22
Q

true or false

can clients and customers can also engage in harassment

A

yeee boooy

23
Q

what are the most prevalent masculine personality traits that lead to sexual harassment?

A

independence

assertiveness

dominance

24
Q

what do most organizations do about sexual harassment?

A

slow to react to complaints of sexual harassment

many do nothing about it until the complainant has reported it

deaf ear syndrome

25
Q

deaf ear syndrome

A

the inaction or complacency of organizations in the face of charges of sexual harassment

26
Q

why do organizations fail to respond to sexual harassment claims?

A

Inadequate organizational policies and procedures for managing harassment complaints

Defensive managerial reactions

27
Q

how to reduce risk of sexual harassment?

A

Examine the characteristics of deaf ear ​organizations.

Encourage management support and education

Stay vigilant

Take immediate action

Create a state-of-the-art policy

Establish clear reporting procedures

28
Q

what are the characteristics oh organizations that are responsive to complaints of sexual harassment?

A

Top management commitment

Provide comprehensive education programs

Continuously monitor the work environment

Respond to complaints in a thorough and timely manner

Have clear policies and reporting procedures.

comm 222: organizational behavior (13 decks)

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