Chapter 4 Flashcards

1
Q

states

A

dynamic conditions of a person evident in what he or she thinks, feels, or acts

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2
Q

ethics

A

set of principles or standards that differentiate right from wrong

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3
Q

What are ethical and unethical behaviour influenced y?

A

individual attributes and by the organizational context in which the individual works

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4
Q

level of moral development

A

state or level of a person’s moral reasoning

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5
Q

describe the three levels of moral development from least developed to most developed

A

Preconventional: “What’s in it for me?”–what is being rewarded/punished

Conventional: “What is everyone else doing?”–societal norms or external standards

Post-conventional: “What are the relevant principles?” (Kant’s principles)

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6
Q

moral point of view

A

framework of values we use to develop our internally consistent and logically justified principles and standards of right and wrong

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7
Q

moral point of view influences what

A

our ethical decision making

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8
Q

consequentialist theory

A

considers the consequences of an action when determining what is ethical
beneficial outcomes: ethical
harmful outcomes: unethical

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9
Q

utilitarianism

A

moral philosophy that holds that ethical managers strive to produce “the greatest good for the greatest number”–utility= benefits-costs

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10
Q

egoism

A

moral philosophy based on “what benefits me the most”

-utility depends on consequences for individual decision maker

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11
Q

conventional OB follows what moral point of view

A

consequentialist where “good” means wealth or money

–to maximize wealth, embrace individualism

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12
Q

what does sustainable OB draw from (theory)

A

virtue theory
-purpose is to maximize happiness by practising virtues (good ways of acting that are noble or have value regardless of consequences) in the community

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13
Q

What are some virtues of sustainable OB

A

welfare of others

balance/sustain centrism

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14
Q

sustaincentrism

A

perspective promoting balance between human and ecological concerns in organizational endeavours

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15
Q

ethical climate

A

describes the informal shared perceptions of what are appropriate practices and procedures

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16
Q

an ethical climate can promote these things

A

egoism, benevolence (concern for others), or principles (laws and policies)

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17
Q

when an ethical climate promotes ___, unethical behaviour can arise

A

egoism

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18
Q

ethical culture

A

formal and informal systems aimed at influencing the ethical behaviour of org members

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19
Q

code of ethics

A

formal written statement of an organization’s primary values and the ethical rules it expects its members to follow

20
Q

What is the conventional approach to ethics

A
  • identify and punish unethical behaviour (fairly)

- deter unethical behaviour with threat of punishment

21
Q

What is the sustainable approach to ethics

A
  • deter unethical behavior through promotion of positive behavior
  • promotes broader set of ethical behaviours for multiple stakeholders
22
Q

teleopathy

A

an addiction to the unbalanced pursuit of a single goal

23
Q

attitudes

A

summary evaluations of a particular object or person

24
Q

ABC framework

A

attitudes consist of affect (how you feel about it), behavioural intentions (what you plan to do) and cognitions (what you think about it)

25
job satisfaction affects ______
performance, but effect varies based on importance of job to person
26
job involvement
the extent to which a person thinks about, is immersed in, and is concerned about his or her job
27
Where does workplace commitment originate from?
1. Attitudes (affective commitments--I want to) 2. Obligations (normative commitments--i ought to) 3. Limited alternatives (continuance commitments--I have to)
28
organizational commitment
can lower turnover and increase productivity
29
What kind of commitment is the best/leads to most motivated individuals?
affective commitment
30
perceptions
subjective interpretations we give to information and messages we reveive from sensory inputs
31
What influences perceptions
the way perceiver categorizes "target actor" and way target actor behaves
32
person's perceptions related to interpreting behaviour=
attributions
33
impression management
actor's active attempt to limit or influence the information that the perceiver receives
34
What are some perceptual errors or biases (6)
- representativeness - anchoring and adjustment - halo/horn effects - availability - selective perception - fundamental attribution error
35
cognitive dissonance
uncomfortable mental state we experience if a current perception, belief, or behaviour conflicts with a past perception, deeply held belief or previous behaviour
36
emotional labour
display and management of appropriate emotion as part of fulfilling job responsibilities
37
emotional intelligence
innate or developed capability to recognize, manage, and excercise emotions in relationships
38
What are the 4 components of emotional intelligence
self-awareness, self-management, social awareness, relationship management
39
What are some ways to detoxify work situations? (5)
focused listening, create breathing room, buffer the pain, remove the problem, transform the problem
40
def. perception error/bias where you assess something based on its similarity to a typical person or experience instead of on the unique characteristics of the current situation
representativeness
41
def. perception error/bias where you failing to sufficiently adjust judgment from an initial impression, even if the face of contrary evidence
anchoring and adjustment
42
def. perception error/bias where you use one piece of known information (good or bad) to influence general perceptions
halo/horn effects
43
def. perception error/bias where you rely on memorable information (dramatic or recent) to make judgments
availability
44
def. perception error/bias where you screen out information that contradicts an existing perception
selective perception
45
def. perception error/bias where you attribute the source of another's behaviour or performance to personal factors instead of to the situation itself
fundamental attribution error