Final

Question 1

Roles of Corps in Society

Friedman Perspective

Answer 1

Corps have no social resp. (those who think they do are preaching socialism) but must use every dollar to further maximize SHV. Individuals have resp. and should pursue solutions. Earnings belongs to shareholders/employees

Question 2

Roles of Corps in Society

Denning Perspective

Answer 2

SHV = stupid, is a result and not a strategy. Making a profit <> purpose of a firm, similar to getting enough to eat <> purpose of life. New mgt paradigm can achieve innovation and transformation - Delight Customers and Inspire Workers Earnings belong to firm, can do what they want with them

Question 3

3 Types of Social Issues

Generic

Answer 3

Not affected by company’s ops, nor materially affect competitiveness

Question 4

3 Types of Social Issues

Value Chain Social Impacts

Answer 4

social issues affected by company’s normal business activities

Question 5

3 Types of Social Issues

Social Dimensions of Competitive Context

Answer 5

Social issues in the external environment that affect drivers of competitiveness in locations where company operates

Question 6

Responsive CSR

Answer 6

i. Focused on increasing goodwill and avoiding negative publicity from value chain activities (motive is not to help company compete better, but to improve public image: GE helps schools, McD’s reduces waste)

Question 7

Strategic CSR

Answer 7

i. Focused on addressing social needs through investments in order to be more competitive (Marriott trains unemployed, reduces cost of recruiting.

Question 8

Three Types of Social Issues

Answer 8

Generic
Value Chain Social Impacts
Social Dimensions of Competitive Context

Question 9

Two Types of CSR

Answer 9

Responsive CSR

Strategic CSR

Question 10

Contingency Theory of Org. Structure

Answer 10

Context x Structure = Performance

OR Fit = Performance

Question 11

Building Blocks of Org Structure

Answer 11

~Centralization
~Formalization
~Span of Control
~Departmentalization

Question 12

Building Blocks of Org Structure

Centralization

Answer 12

The degree to which decision making auth. Is concentrated at higher levels in an Org.

Question 13

Building Blocks of Org Structure

Formalization

Answer 13

the extent to which policies, procedures, job descs, and rules are written and explic. Articulated

Question 14

Building Blocks of Org Structure

Span of Control

Answer 14

the number of employees reporting to a single mgr

Question 15

Building Blocks of Org Structure

Departmentalization

Answer 15

the basis on which jobs are grouped

Question 16

Centralization + Formalization

Two structures

Answer 16

Mechanistic – Centralized and High Formalization (McD’s)

Organic – Decentralized and Low Formalization (3M)

Question 17

Departmentalization

Divisional

Answer 17

Product A, B, C, each with their own staffs within ( redundant but key overall outcomes are

Question 18

Departmentalization

Functional

Answer 18

Sales, Prod, HR, Fin etc

Question 19

What is culture?

Answer 19

a. An Org’s personality – a system of shared assumptions, values, beliefs, inside an org, that show employees what is App and Inapp behavior

Question 20

Levels of Culture?

Answer 20

a. Assumptions – taken-for-granted beliefs about human nature, nature of work, nature of world
b. Espoused Values – Org’s stated stds, goals. “Fam First”, Cust. Always
c. Artifacts – visible tangible aspects of an org. culture. Physical Layout, Rituals, Stories, Dress

Question 21

Can culture be imitated?

Answer 21

No.

a. “There is significant evidence which suggests that valuable and rare organizational cultures often may be very difficult, if not impossible, to imitate.” (Barney, 1986)
b. “Competitors can buy tangible assets, but they can’t buy culture.” “If you ain’t got culture, you ain’t got *$%!”

Question 22

Barriers to Ethical Org?

Answer 22

a. Ill-Conceived Goals – Reward doesn’t motivate desired behavior (Asking for A, rewarding for B)
b. Motivated Blindness – See what you want, ignore bad things (Conflicts of interest)
c. Indirect Blindness – If 3rd party does harm, we don’t see fault with 1 or 2 (holding others less accountable for unethical behavior when that behavior is carried out through someone else.)
d. Slippery Slope – Engage in slightly increasingly unethical behavior
e. Overvaluing Outcomes – end justified means, doesn’t matter how, but succeed

Question 23

Lewins 3 Stage Model of Change

Answer 23

a. Unfreeze – Ensure readiness for change
b. Change – Execute the intended change
c. Refreeze – Ensure that the change becomes permanent

Question 24

Lewins Force Field Analysis

Answer 24

Successful change is achieved by either strengthening the driving forces or weakening the restraining forces. There is an equilibrium that must be overcome – by adding conditions favorable to the change or reducing resisting forces

Question 25

Kotter’s Change Model

Answer 25

a. Unfreeze (Identify resisting forces)– Increase urgency
b. Build the guiding team
c. Create a vision
d. Change – Communicate the vision
e. Empower action
f. Create short-term wins
g. Refreeze – Continuing Chg
h. Embed in Culture

Question 26

Types of Resistance

Answer 26

a. Active Resistance
b. Passive Resistance
c. Compliance
d. Enthusiastic Support

Question 27

Why do people resist?

Answer 27

a. Disrupted habits
b. Personality
c. Feelings of Uncertainty
d. Fear of Failure
e. Personal Impact of change
f. Prevalence of change
g. Perceived loss of power

Question 28

Six Strategies for Happiness

Answer 28

a. Strengthen Daily
b. Communicate Positively – greatest way to str. Relationship(AVOID Criticism, Contempt, Defensiveness, Stonewalling)
c. Serve Regularly
d. Give Generously
e. Thank Frequently
f. Endure patiently

Question 29

Moving from a highly competitive to a highly collaborative culture should be easy for Microsoft.

Answer 29

F

Question 30

Microsoft announced in 2013 they would restructure from a divisional organization to a functional organization.

Answer 30

T

Question 31

In a functional organization, each function is an organization unto itself with its own profit and loss statement.

Answer 31

False

Question 32

Measuring the financial accountability (e.g., profits and losses) of specific units is easier with a divisional structure than with a functional structure.

Answer 32

True

Question 33

A functional organization tends to be a more favorable environment for generalists as opposed to specialists.

Answer 33

False

Question 34

Two pharmaceutical researchers knowingly fabricate data to support the rushing of their respective drugs to market. One of the drugs ends up killing consumers and results in costly lawsuits (Researcher A). The other ends up saving lives and making the company money (Researcher B). We would likely rate Researcher B as more ethical than Researcher A because we often overvalue outcomes.

Answer 34

True

Question 35

In the 1990s, Sears Roebuck executives asked mechanics to sell repairs at $147/hour. Instead of working faster, mechanics overcharged their customers, and often sold them repairs that were in fact uneccessary. This is an illustration of an ill conceived goal.

Answer 35

True

Question 36

Motivated blindness is holding others less accountable for unethical behavior when that behavior is carried out through someone else.

Answer 36

False

Question 37

Removing conflicts of interest is an effective way to remedy motivated blindness.

Answer 37

True

Question 38

Waiting to address trivial ethical infractions is an effective way to remedy the slippery slope problem.

Answer 38

False

Question 39

Like organizational cultures, family cultures should be created with intentional thought and planning.

Answer 39

True

Question 40

Agency is given so that we can choose what we want.

Answer 40

False

Question 41

According to Elder Scott, every difficulty we face can become a growth opportunity.

Answer 41

True

Question 42

Dr. Christensen has always regretted the one time he played basketball on Sunday during college, and it helped him see the dangers of “just this once” thinking.

Answer 42

False

Question 43

According to Dr. Christensen, it is important to clarify the purpose of our life and let that purpose guide the choices we make about how to spend our resources.

Answer 43

True