MGT 110 EXAM #2 flashcards #2

Question 1

Norms make an effective team at Google

Answer 1

-Communication: conversational turn-taking where members spoke in roughly equal proportions
-Empathy: members had high social security : they were good at interpreting team members feelings based on their tone of voice and facial expressions

Question 2

Five-Stage Model

Answer 2

1.Forming - Period of getting acquainted. Uncertainty (not knowing others & understanding their roles). People are looking for leadership. Can cause stress if they do not know their roles.
2.Storming - Marked by conflict as individual personalities and disagreements emerge. Team leader can have some challenges and should openly address conflict and maintain a focus on team purpose and ground rules.
3.Norming - Consensus develops around leadership and roles.
4.Performing - Team is mature, organized, and well-functioning. Commitment to team goals.
5.Adjourning - Goals accomplished; may be regret about team disbanding; celebrate

Question 3

Minimizing Threats

Answer 3

-Cognitive biases
-social loafing and self-limiting behavior
-social conformity
-information processing biases: narrow perspective
- overestimating what others know
- assuming that others see the world they way that we do
-uneven communication
- talking too much ( 2 people do 70% of talking in a 4 person group)

Question 4

Virtual Team

Answer 4

*A group of individuals who work together from different locations using communication technology to collaborate
*Begin interactions with a series of social messages - introducing themselves and their background
*Set clear goals and roles for each member
*Establish mutual accountability

Question 5

Dennis Gioia’s reflection

Answer 5

Moral vs. business decisions: people accept risks in cars
Group decisions: desire for harmony leads to irrational decisions and diffused individual responsibility
Comparison of the Pintos availability in a rear end accidents with other small cars

Question 6

Schemas

Answer 6

• Cognitive frameworks based on prior experience used to structure and comprehend new information and situations
• consists of organized knowledge that precludes the necessity for further active cognition

Question 7

Script

Answer 7

• specialized type of schema that retains knowledge of actions appropriate for specific situations and contexts
• developed from salient experience
• based on prototypes that store abstract information about main features/characteristics , scripts link cognition and actions
• efficient but not necessarily good: saves mental work, prevents cognitive paralysis

Question 8

Ethical Decisions

Answer 8

6,000 students on 31 US campuses 66% admitted to cheating

Question 9

Ethical Commitment

Answer 9

Level of dedication or desire to do what is right even in the face of potentially harmful personal repercussions.

-involves integrity or adherence to an ethical code or standard
- ethical commitment is about accepting the challenge to be a person of high moral standards

Question 10

Ethical consciousness

Answer 10

develop ability to understand the ramifications of choosing less ethical courses of action

ethical awareness is the willingness and ability to identify moral and ethical contexts and dilemmas

ethical competency: involves a thoughtful consideration of ethics in each stage of the problem-solving process

Question 11

Moral Intentsity

Answer 11

the degree to which people see an issue as an ethical one
-the degree of badness of an act
-impact recognition of an issue as posing moral dilemmas
-effects ethical judgement and behavioral intentions

suggests that ethical decisions are primarily contingent upon the perceived characteristics of the issue at stake, and therefore ethical decision-making involves the collective assessment of those characteristics

Question 12

Components of moral intensity

Answer 12

1.Magnitude of consequences (total impact or consequence)
2.Social consensus (degree of agreement among members of a society that an option is good or evil)
3.Probability of Event (likelihood that action will cause expected consequences)
4.Temporal immediacy (length of time between behavior and consequences of that behavior)
5.Proximity (feelings of nearness that the moral agent has for the victims or beneficiaries)
6.Concentration of effect (extent to which consequences are focused)

Question 13

Moral Disengagement

Answer 13

*Process of convincing yourself that your ethical standards do not apply in a particular situation.

Question 14

Disengagement: Moral justification

Answer 14

*Individuals do not engage in ethical conduct unless they justify to themselves the rightness of their actions!
*E.g., torture, in order to obtain necessary information to protect a nation’s citizens, may be seen as acceptable.

Question 15

Euphemistic labeling

Answer 15

Unethical conduct is masked as ethical conduct by describing it in a way that changes its appearance
*E.g., clean surgical strikes instead of bombing; RIF instead of terminations; alternative facts instead of lying

Question 16

Advantageous comparisons

Answer 16

*Unethical conduct is compared to more severe actions
* E.g., “It’s not like I stole something big”

Question 17

Displacement of responsibility

Answer 17

Unethical conduct is the result of social pressure or was demanded by someone with authority
*E.g., “I was just following orders”
*Milgram experiment on obedience

Question 18

Diffusion of responsibility & Disregarding or distorting the consequences

Answer 18

-unethical conduct is attributed to the behavior of the group
“ everyone was doing it”

• unethical conduct did not have any negative consequences

Question 19

Dehumanization

Attribution of blame

Answer 19

*Psychological process of redefining the targets of prejudice and violence by making them seem less human than other people.
*E.g., assigning numbers instead of names during the holocaust

*The unethical conduct was provoked by the victim.
*E.g., blaming sexual assault on the way a person is dressed

Question 20

6 steps to making an ethical decisions

Answer 20

1.Gather the facts
-before you can apply any ethical framework, you need to gather as many relevant facts about the situation as possible: who is involved

2.Define ethical issues: sort through primary ethical issues involved , consider probable consequences of the decisions, consider the process of the decision. Utilitarianism (greatest good) vs universalism(acceptable for everyone in every situation to do this)

3.Identify the affected parties, consequences, and obligations
*Consider primary stakeholders (those directly affected) and secondary stakeholders (those indirectly affected)
*Consider how consequences of your decision will impact stakeholders
*Consider requirements or responsibilities

4.Consider your integrity
-What are your values?
- What common rationalizations?
Moral intensity suggest that ethical decisions are primarily contingent upon the perceived characteristics of the issue at stake, and therefor ethical decision-making involves the collective harassment of those characteristics

5.Think creatively about actions
*Step out of your situation and see the possible ethical problems present
*Imagine other possibilities and alternatives
Evaluate from an ethical standpoint the new possibilities you have envisioned

6.Check your instincts
*After arriving at a solution, put your decision into perspective
*Wall Street Journal Test (would you be embarrassed to see it on the front page?)
*Platinum Rule (treat others they way they would like to be treated?)
*Personal Gain (is personal gain biasing your decision?)
*Cost-Benefit Test (benefiting some while costing others?)

Question 21

Major Factors relating to fairness

Answer 21

*Economics
*Related to supply and demand (e.g., Video)
*Even the most rational, economically based decisions will be perceived differently (e.g., $99 cases of water; $3,200 flights out of Miami)
*Equality
*Indicates that everyone is at the same level and receives identical apportionment (regardless of need).
*Organizational Justice
*Distributive, Procedural, Interactional

ex. equality is dividing equal pieces of turkey
equity is dividing turkey pieces according to the needs, so adults get bigger pieces and kids smaller pieces

Question 22

Procedural Jutice

Answer 22

*Occurs when the process used to determine the outcome is perceived as fair.
*High procedural justice can make up for low distributive justice
*Involves questions such as:
*Were raises given based on merit?
*Did everyone have an equal chance to achieve their objectives?
*Were you consistent in how your rated and treated your employees?
*Is there an appeal process?

*How can I increase procedural justice?
1.Allow for participation in decision making
2.Apply rules consistently
3.Create mechanisms for appeals and correct inaccurate information
4.Suppress all personal biases

Question 23

Interactional justice

Answer 23

*Refers to interpersonal treatment and informational adequacy
*I.e., Was the employee treated with dignity and respect and do they feel they were provided with adequate information about the decision?

*How can I increase interactional justice?
*Treat people with dignity and respect
*Highlight their value
*Listen to their concerns
*Provide them with timely and transparent information

Question 24

Distributive justice

Answer 24

*Perceived when people view fairness of a particular outcome (i.e., how rewards or costs are allocated)
*Employees generally look to group norms to determine fairness
*e.g., it’s common that everyone should receive medical benefits, but bonuses should be paid based on merit

Question 25

Managerial issues are you likely to encounter?

Answer 25

1.Work assignments and opportunities
2.Performance evaluation
3.Punishment and discipline
4.Harassment
5.Family and personal issues

Question 26

Managerial issues: Work assignments and opportunities

Answer 26

-distributing desirable or undesirable roles

Question 27

Managerial issues: Performance evaluation(what are the two main questions?)

Answer 27

*Process of evaluating the quality of your employee’s work and discussing your assessment with them.
*Answers two main questions:
*What is expected of me?
*How well am I meeting those expectations?

Question 28

Managerial Issues: Punishment and discipline

Answer 28

*Make clear to all employees the behaviors that will lead to disciplinary action
*Give concrete examples (e.g., padding expense reports will lead to a written warning for a first offense and termination for a second offense.”)
*Follow through and pursue disciplinary action when an employee does engage in punishable behavior
*Be consistent with everyone (i.e., don’t let Susan off easy because you’re friends)
*Lack of follow through shows passive acceptance

Question 29

Managerial issues: Harassment

Answer 29

*Managers can be held liable for their complicity in allowing harassment to occur in their work group (i.e., they can be sued for compensatory damages)
*Victims of harassment are more likely to experience burnout, anxiety, depression, and serious illness
*What can I do?
*Train employees on harassment
*Create a complaint system
*Listen to every complaint and seek to understand what happened
*Conduct a thorough investigation
*Treat everyone as innocent until proven guilty
*Discipline consistently and appropriately

Question 30

Managerial issues: Family and Personal Issues

Answer 30

*Work-family conflict: Occurs when there are incompatible demands between the work and family roles of an individual
*Set expectations - Set up policies to address work-family conflict (e.g., when employees are expected to be at the office - some jobs may not require it)
*Demonstrate the process - Indicate how you evaluate requests for accommodations
*Identify constraints - If approved, discuss constraints of accommodations (e.g., being available on company’s instant messenger when telecommuting)
*E.g., Unlimited vacation policy