Chapter 12: Ethics in Organizations and Leadership Flashcards

Exam 4 (Final)

1
Q

Organizational Culture and the Ethical Climate

Organizational culture

A

Shared beliefs, values, attitudes, ideologies, practices, customs, and language

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2
Q

Organizational Culture and the Ethical Climate

Organizational ethics

A

Broad concept that encompasses culture, processes, outcomes, and character

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3
Q

Organizational Culture and the Ethical Climate

Ethic of an organization

A

Organization’s attempt to define mission and values

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4
Q

Organizational Culture and the Ethical Climate

Complex adaptive system: What does it include?

A

System of integrated parts or groups to accomplish a shared goal

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5
Q

Organizational Culture and the Ethical Climate

Complex adaptive system: What do external relationships do?

A

External relationships place the organization within a larger content/environment

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6
Q

Organizational Culture and the Ethical Climate

Organizational citizenship

A

What societies expect from open systems

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7
Q

Organizational Integrity and Trust (1 of 3)

Organizational integrity
What is there consistency in?

A

Consistency in words and deeds

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8
Q

Organizational Integrity and Trust (1 of 3)

Organizational integrity
How are relationships?

A

Mindfulness of relationships

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9
Q

Organizational Integrity and Trust (1 of 3)

Organizational integrity
What is included? What is the purpose of organizational integrity?

A

Inclusion of all voices

Collective, worthwhile purpose

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10
Q

Organizational Integrity and Trust (1 of 3)

Organizational trust:

A

Trusting organizations to uphold words and promises

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11
Q

Organizational Integrity and Trust (1 of 3)

Fiduciary relationships

A

Formal duty imposed by organizational structure based on loyalty

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12
Q

Leadership:

Leader: what do they do?

A

Furthers shared goals of organization

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13
Q

Leadership:

Successful leader: what do they do?

A

An ethical leader who aligns values of enterprise with those of individuals in it

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14
Q

Normative Leadership Theories

Ethics as praxis: What is it?

A

A person clarifies, reflects on, makes sense of, practices, and embodies a leadership theory

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15
Q

Normative Leadership Theories

Ethics as praxis: What is it composed of?

A

Servant leaders-

Transformational leaders-

Authentic leaders-

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16
Q

Normative Leadership Theories

Servant leaders:

A

consistently make decisions to further the good of the group over self-serving decisions

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17
Q

Normative Leadership Theories

Transformational leaders-

A

Focus on raising moral benchmarks on human behaviors, internalizing a sense of commitment, and importance on shared goals and relationships

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18
Q

Normative Leadership Theories

Authentic leaders-

A

people focused, serve as moral compass, facilitator, and supporter to followers

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19
Q

Using Power to Achieve Leader Success

Legitimate power

A

Originates from the belief of followers that a leader’s title gives the right to power over them

20
Q

Using Power to Achieve Leader Success

Referent power

A

Followers believe a leader has admirable qualities they want to possess

21
Q

Using Power to Achieve Leader Success

Expert power

A

Followers believe the leader has expertise

22
Q

Using Power to Achieve Leader Success

Reward power

A

Followers believe the leader will provide rewards

23
Q

Using Power to Achieve Leader Success

Coercive power

A

Followers believe the leader will penalize followers

24
Q

Compliance Programs

AKA

A

“Risk-Management”:

25
Compliance Programs AKA “Risk-Management”:
Oversees and monitors regulatory requirements and internal policies
26
Compliance Programs AKA “Risk-Management”: Oversees and monitors regulatory requirements and internal policies What does this include?
Prevent unlawful conduct Ensure adherence to standards Are mandatory
27
Compliance Programs AKA “Risk-Management”: Compliance Officers:
oversee ethical & legal issues, develop internal policies regarding conflicts of interest, and conduct formal reviews
28
Conflicts of interest:
Self-interest incompatible with professional obligations
29
Conflicts of Interest Types:
Self-dealing: Nepotism: Excess Compensation: External Employment: Gifts: Stock manipulation:
30
Conflicts of Interest Self-dealing:
acts in their own best interest at the expense of the business/clients
31
Conflicts of Interest Nepotism:
favoritism for family members or friends
32
Conflicts of Interest Excess Compensation:
when the organization pays a high-ranking, influential employee far more than they do other, similar roles
33
Conflicts of Interest External Employment:
when someone works more than one job in the same sector or double--dipping two jobs in the same organization
34
Conflicts of Interest Gifts:
accepting gifts from external interested parties to gain an advantage is a conflict of interest. While sometimes people give gifts without an ulterior motive, this can improperly influence someone's judgment- consciously or unconsciously
35
Conflicts of Interest Stock manipulation:
executives use their position to promote the value of a security they own, artificially inflating the price and then selling their shares at a profit.
36
Conflicts of Interest Conflicts of commitment- What is it?
Loyalties colliding with organizational interests
37
Conflicts of Interest Disclosures- What is it?
statements of transparency of potential conflicts of interest
38
Conflicts of Interest Disclosures- What are providers and facilities required to provide to patients? Why?
Providers and facilities are required to provide Patient Disclosures so that patients know their rights and protections included in the No Surprises Act.
39
Conflicts of Interest What must the patient disclosure include:
The Patient Disclosure must include information on Federal restrictions on providers and facilities regarding balance billing
40
Conflicts of Interest Disclosures: Speakers/Presenters: What is it?
continuing education credits are only valid/accredited if sufficient disclosures are available to audience
41
Occupational Fraud and Abuse
“The use of one’s occupation for personal enrichment through the deliberate misuse or misapplication of the employment organization’s resources or assets”
42
Occupational Fraud and Abuse Three types:
Asset misappropriations: Corruption: Financial fraud statement:
43
Occupational Fraud and Abuse Three types: Asset misappropriations:
stealing
44
Occupational Fraud and Abuse Three types: Corruption:
bribery, extortion, conflict of interest
45
Occupational Fraud and Abuse Three types: Financial fraud statement:
falsification of accounting records
46
Occupational Fraud and Abuse Healthcare fraud
Diversion Forgery Billing- double, phantom, unbundling, upcoding