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IBA111 > Exam Prep > Flashcards

Exam Prep Flashcards

1
Q

Definition of ethics?

A

Ethics set standards as to what is good or bad, or right or wrong in a person’s conduct.

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2
Q

What is ethical behaviour?

A

Behaviour accepted as “right’ or “good” or “proper” in the context of a governing moral code.

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3
Q

What does the ethical question refer to?

A

It extends to personal values/underlying beliefs and attitudes that help to determine appropriate individual behaviour.

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4
Q

What are the four views of Ethical Behaviour?

A

Utilitarian- Does decision/behaviour do the greatest good for the most people?
Individualism- Does decision/behaviour promote our long term self interests?
Moral-rights- Behaviour that respects and protects the fundamental rights of people (U.N)
Justice- behaviour treats people impartially and fairly according to guiding rules/standards (3 types PDI)

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5
Q

What are the three types of the Justice View of ethical behaviour?

A

Procedural- policies and rules are fairly administered
Distributive- people are treated the same regardless of individual characteristics
Interactional- the degree to which others are treated with dignity and respect

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6
Q

What are three cultural issues in ethical behaviour

A

Cultural relativism- “When in Rome”, no right way to behave, ethical behaviour is determined by its cultural context
Ethical imperialism- “Don’t do anything you wouldn’t do at home”, attempts to impose ethical standards on other cultures.
Universalism- Ethical standards apply across all cultures

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7
Q

What is an ethical dilemma?

A

When action must be taken but there is no clear “ethically right” option

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8
Q

What are four common rationalisations of unethical behaviour?

A
  1. The behaviour is not really illegal
  2. The behaviour is in everyone’s best interests
  3. Nobody will ever find out
  4. The organisation will protect you
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9
Q

What is CSR?

A

Corporate Social Responsibility- the obligation of an organisation to act in ways that serve both its own interests and the interests of its stakeholders.

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10
Q

What is a social audit?

A

A systematic assessment of an organisations accomplishments in areas of social responsibility.

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11
Q

4 Strategies of CSR? (PADO)

A

Proactive-Take leadership in social initiatives, meets LEED responsibilities (legal, economic, ethical, discretionary)
Accomadative- Do minimum ethically required, meets EEL (economic, ethical, legal)
Defensive- Do minimum legally required, meets EL (economic, legal_
Obstructionist- Fights social demands, meets economic responsibilities

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12
Q

SMART model of determining effective organisational objectives?

A

Specific- clearly defined objective, what determines success?
Measurable- Exact measure must be stated
Actionable- managers have authority and resources required
Reasonable- Unrealistic objectives can be a disincentive
Timetabled- Milestones or deadlines to work towards

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13
Q

What is scenario planning?

A

S.P identifies future scenarios and makes plans to deal with each. In a fast-changing world, it is essential to have multiple scenarios for planning purposes.

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14
Q

Five benefits of scenarios planning?

A

Focus & flexibility- For both org. and individ. Helps to know what they do best and adapt to challenges.
Action Orientation- more results, priority, advantage and change orientated.
Co-ordination- “hierarchy of arms”, means and objectives
Time management- allocating time according to plan
Control- performance measures and evaluation

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15
Q

Span of Short and Long range plans?

A

Short-range- 1 year or less
Intermediate range- 1-2 years
Long range- 3 years + (Top management)
Without a long term plan we may be working hard but without achieving sustainable and clear long term results.

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16
Q

What is the difference between strategic and tactical plans?

A

Strategic plans define long term needs and set action directions for the organisation.

Tactical plans are developed and used to implement strategic plans.

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17
Q

What is Forecasting?

A

Forecasting- an attempt to predict future outcomes
Qualitative Forecasting- uses expert opinions
Quantitative Forecasting- mathematical and statistical analysis

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18
Q

What is contingency planning?

A

CP identifies alternative courses of action for use if, and when, circumstances change over time.

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19
Q

What is meant by the term “trigger points”?

A

Trigger points are events that indicate when an existing plan is no longer viable.

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20
Q

Definition of Organising?

A

The process of assigning tasks, allocating resources and arranging activities to implement plans.

21
Q

Three types of organisational structure?

A

Functional-people with similar skills who perform similar tasks e.g. marketing/finance/production
Divisional-groups/people working on the same product/area/processes or with similar customers. e.g. freshfood/longlife, Asian/European, Youth/Elderly
Matrix- combines functional and divisional approaches to emphasise projects or teams.

22
Q

What is organisational design?

A

The process of creating structures that best serve a company’s mission and objectives. It aligns structures with situational contingencies.

23
Q

What are the five contingency variables of organisational design?

A

STEPS
Strategy-structure follows strategy
Technology-right combination of structure and technology is vital to success
Environment-certain/uncertain enviro. is important in deciding structure
People (HR)-design structures to support high performance
Size (life-cycle)- birth (entrepreneur), youth (rapid growth), midlife (large & successful), maturity (large & stabilised)

24
Q

What is a mechanistic design?

A

Bureaucratic; centralised with many rules and procedures, clear cut division of labour, narrow spans of control and formal coordination. “people need control”.

25
Q

What is an organic design?

A

Adaptive organisation; decentralised with fewer rules and procedures, open divisions of labour, wide spans of control and more personal coordination. “people will do the right thing”

26
Q

Define Leadership

A

The process of arousing enthusiasm and directing efforts towards organisational goals.

27
Q

Hersey-Blanchard situational leadership model?

A

Successful leaders adjust their styles depending on the maturity of follower, indicated by their readiness to perform in a given situation

28
Q

Hersey-Blanchard leadership styles?

A

Delegating- low task/low relationship- group make and takes responsibility for task decisions
Participatory- low task/high rel.- shared ideas and participatory decisions on task directions
Selling- high task/high rel.- explaining task directions in supportive and persuasive ways
Telling- high task/low rel.- specific task direction and closely supervising work.

29
Q

House’s path-goal leadership theory?

A

Effective leadership clarity paths through which followers can achieve goals. The best leaders help people progress, remove barriers and provide rewards.

30
Q

House leadership styles?

A

Directive- letting subordinates know what is expected, give directions, schedule work
Supportive- Friendly, approachable, treating group members as equal, concern for subordinates
Achievement Orientated- sets challenging goals, expects high performance, emphasis on continued improvement
Participatory- consulting and involving subordinates in decision making, asking for and uses subordinates suggestions

31
Q

Vroom-Jago leader-participation model?

A

Designed to help a leader choose the method of decision making that best fits the nature of the problem faced

32
Q

Vroom-Jago decision types?

A

Authority decision- made by the leader and then communicated to the group
Consultative decision- made by leader after receiving information, advice or opinions from group members
Group decision- made with full participation of all group members

33
Q

Characteristics of a charismatic leader?

A

Develops special leader-follower relationships and inspires followers in an extraordinary way

34
Q

Characteristics of a transformational leader?

A

Inspirational leadership that gets people to do more in achieving high performance

35
Q

Characteristics of a transaction leader?

A

Directs the efforts of others through tasks, rewards and structures.

36
Q

Definition of Controlling?

A

The process of measuring performance and taking action to ensure desired results.

37
Q

What is a cybernetic control system?

A

A self contained performance monitoring and correction system. e.g. thermostat

38
Q

Descrive the management control process

A

EMCA

  1. Establish objectives and standards
  2. Measure actual performance
  3. Compare results with objectives and standards
  4. Take corrective action as needed
39
Q

E in EMCA? (Managerial control process)

A
  1. Establish objectives and standards
    - objectives should represent KEY results to be achieved
    - Output standards measure performance in terms of quantity, quality, cost or time
    - Input standards measure work efforts that go into a performance task
40
Q

M in EMCA? (Managerial control process)

A
  1. Measure actual performance
    - Can be achieved by analysing -statistical/QUANTITATIVE data
    - or QUALITATIVE techniques, e.g. observation…“management by wandering around”
41
Q

C in EMCA? (Managerial control process)

A
  1. Compare results with objectives and standards
    -Need for action = desired performance-actual performance
    Historical comparison-Past performance as bench mark
    Relative comparison- performance against others
    Engineering comparison- scientifically set standards (time and motion studies)
42
Q

A in EMCA? (Managerial control process)

A
  1. Take corrective action
    Management by Exception- focuses managerial attention on substantial differences between actual and desired performance
    Problem Situation- performance below standard/performance deficiency
    Opportunity Situation- Performance above standard, reasons must be understood
    After Action Review- formally examines results to identify lessons learned in a completed project
43
Q

Three levels of control?

A

Feedforward- ensure directions and resources are right before work begins (inputs)
Concurrent- focuses on what happens during work process (throughputs)
Feedback- takes place after action is completed (output)

44
Q

What is the difference between internal and external control?

A

Internal- self discipline and self control (theory Y)

External- direct supervision or administrative systems such as rules and procedure (theory X)

45
Q

3 types of Industry control?

A

Bureaucratic- influences behaviour through authority, policies, procedures, job descriptions, budgets and daily supervision
Clan- influences behaviour through norms and expectations set by the organisational culture
Market- influence of market competition on the behaviour of organisations and their members

46
Q

Types of Organisational (Managerial) Control Systems?

A

Renum & Ben- Attracts high qual. w/force. Capable people = self control. Pay for perf/merit pay/ fringe
Discipline- tying reprimands to severity/freq. (prog)
Inform. & Financial- Use info about liquidity, leverage, debt management and profitability to assess performance. Assess and correct budgets.
Purchasing- Use exclusive contracts to control cost
Inventory- Economic Order Quantity orders fixed # of stock when level falls to predetermined levels
Quality- Checking process, materials, products and services to ensure high standards

47
Q

What is a balanced scorecard?

A

Tool that tallies organisational performance in financial, customer service, internal processes, innovation and learning areas. “What gets measured, happens”

48
Q

Planning process?

A

Define objective, determine where you stand in relation to objective, develop plans to achieve, analyze which option is best, implement plan.

IBA111 (1 decks)

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