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Business Ethics > Final Exam > Flashcards

Final Exam Flashcards

1
Q

First Short Answer Gaining Power and Influence

A

Two Basic Factors that determine individuals power in an organization.

  • Position Characteristics
  • Things that deal with their position:

Centrality
Flexibility
Visibility
Relevance

  • Personal Attributes Expertise
    Attraction
    Effort
    Legitimacy
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2
Q

Position Characteristics

A

Centrality
Flexibility
Visibility
Relevance

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3
Q

Centrality

A

Access to information in a communication network. Power is accrued via horizontal and vertical relationships

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4
Q

Flexibility

A

Freedom to exercise judgement

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5
Q

Visibility

A

Interacting with influential people; presentations vs. reports; task forces

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6
Q

Relevance

A

Working on the central objectives and issues in an organization

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7
Q

Personal Attributes

A

Expertise
Attraction
Effort
Legitimacy

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8
Q

Expertise

A

Work Related Knowledge from education, self learning, and experience

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9
Q

Attraction

A

Charisma, agreeable behavior, physical characteristics

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10
Q

Effort

A

Desirable quality; viewed as sign of dedication and commitment; know your boss!

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11
Q

Legitimacy

A

Taking action congruent with the prevailing value system (i.e. vision/mission/competitive advantage)

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12
Q

Being able to to transform power into influence

A

Retribution
Reciprocity
Reason

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13
Q

Retribution

A

Forcing others to do what you want

Direct Approach: Coercion (threaten)

Indirect Approach
Intimidation (pressure)

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14
Q

Reciprocity

A

Motivate others to do what you want

Direct Approach:
Bargaining

Indirect Approach:
Ingratiation

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15
Q

Reason

A

Demonstrate sensibility of doing what you want

Direct Approach:
Present Facts (or needs)

Indirect Approach:
Appeal to personal values

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16
Q

Expectancy Theory

A

The theory that states employees are able to be rational about how much work to perform

  • Job outcomes
    -Valences
  • Instrumentality
  • Expectancy
  • Force
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17
Q

Job Outcomes

A

Things organizations provide their employees (promotion, vacation time, pay, etc…)

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18
Q

Valences

A

Employees feelings about the outcomes

Usually +10 -10 scale

each outcome has a valence

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19
Q

Instrumentality

A

Extent to which I believe the obtainment of an outcome is related to my performance

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20
Q

Expectancy

A

Degree to which I believe that, If i put forth the effort I can achieve the needed performance level

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21
Q

Force

A

Amount of pressure within the individual to be motivated

22
Q

Equity Theory

A

Feelings of inequity cause tension. The greater the inequity, the greater the tension

Person will be motivated to reduce tension

23
Q

Job Characteristics Model Core dimensions

A

Skill Variety
Task Identity
Task Significance
Autonomy
Feedback

24
Q

Job Characteristics Model Critical Physiological States

A

Experienced meaningfulness of work

Experienced responsibility of outcomes of work

Knowledge of actual results of work activities

25
Q

Incremental Change vs Fundamental Change

A

fine tune change vs big philosophical or cultural change

26
Q

Change can be either blank or blank

A

reactive or proactive

27
Q

Maximizing return on people from course pack article

A

NO CLUE but 3 questions on this

28
Q

Theory of Reasoned action

A

Beliefs
Attitude
Intention
Job Performance

29
Q

Know the ven diagram (four questions)

A

NO CLUE about this

30
Q

Rater Motivation

A

Managers giving out favorable ratings

Reasons for it:
- no reward/sanctions for accuracy
- needed by subordinate for promotion/salary increases
- reflect managers performance
- avoid negative reactions
- politics

31
Q

False positives

A

+ covid test when you are not sick
(Accept)

32
Q

False Negatives

A
  • covid test when you are sick
33
Q

True Positives

A

+ covid test when you are sick

34
Q

True negative

A
  • covid test when you are not sick
35
Q
A

We can predict how employee is going to do by using equation and plugging in X

36
Q
A

we can solve for Y and increase level of productivity and create cut scores

37
Q

Work Sample Test

A

Candidate asked to actually perform a representative sample of work

Among the most valid predictors

Excellent Face validity and applicant acceptance

38
Q

Civil Rights act of 1964 (Title 7)

A

It shall be an unlawful employment practice for an employer to fail or refuse to hire or to discharge any individual to otherwise to discriminate against any individual

39
Q

The big 5

A

Race
Color
Religion
Sex
National Origin

40
Q

Equal employment opportunity commission

A

receives and investigates complaints, issues guidelines and monitors hiring practices

41
Q

Sexual harrassment

A

quid pro quo and hostile environment

42
Q
A
43
Q

Adverse impact math

A

is the selection ratio of one group is not atleast 4/5 of the majority group SEE SLIDE

Take amount of hired divide by number of total applicants, then divide it by the ratio of the opposite.

44
Q

Short answer #2
Motivating others
Hackman and Oldams Job Characteristics Model

A

skill variety
task identity
task significance
autonomy
feedback

Apply this to our own sense of motivation at my orginization

45
Q

Short Answer #3

A

Establishing climate positivity

Creating readiness

Being able to articulate a vision

Generate commitment to the change effort

Institutionalizing the Change

46
Q

Short answer #4

A

Theory of reasoned action

beliefs
attitude
intention
Job performance

Theories are meant to describe and predict human behavior. How can this theory be utilized to explain and predict why their employees might be motivated?

47
Q

Short answer #5 Ven diagram of performance appraisal

A

Ven diagram

conceptual criteria
- what we conceptualize to rate an employee
- Criterion deficiency things that should have been in actual but are left out

Actual criteria
- how we operationalize our theoretical criteria into some actual form into how we rate employee performance
- Criterion contamination random errors in employee evaluation

Intersection of these two
- Criterion relevance
- Validity of performance appraisal

48
Q

Short Answer #6 Human resources selection

A

Two psycho metric criteria for evaluating any kind of assessment that are essential to have an effective program

Reliability and Validity

Reliability is all about consistency

Validity is inference based. Do the scores give something useful in correlation with Job performance

Content validity vs. Criterion related validity

49
Q

Short answer #7

A

when want to see a Linear relationship between our criteria and a given test

y=a+bx

this linear equation can be useful to human resources

50
Q

Short answer #8

A

two theories of discrimination

Disparate treatment
- plantif would need to show that the employer intentionally discriminated against the employee

Adverse impact
- intentions are irrelevant
- employer can have the effect of disadvantaging a certain group
- statistical disparity between groups and the 4/5 rule

Business Ethics (3 decks)

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