MGT 300

Question 1

Stages of Personal Moral Development

Answer 1

Level 1: Preconventional – Follows the rules to avoid punishment. Acts in own interest. Obedience for its own stake.(Leader style: Autocratic/coercive). (Employee behavior: Task accomplishment). Level 2: Conventional – Lives up to expectations of others. Fulfills duties and obligations of social system. Upholds laws. (Leader style: Guiding/ encouraging/ team oriented). (Employee behavior: Work group collaboration). Level 3: Postconventional- Follows self-chosen principles of justice and right. Aware that people hold different values and seeks creative solutions to ethical dilemmas. Balances concern for individual with concern to common good. (Leader style: Transforming or servant leader). (Employee behavior: Empowered employees, full participation).

Question 2

Decision Making Approaches

Answer 2

Utilitarian approach: moral behavior produces the greatest good for the greatest number
* Individualism approach: acts are moral if they promote the individual’s best long-term interests
* Moral-rights approach: humans have fundamental rights and liberties that cannot be taken away by an individual’s decision
* Justice approach: moral decisions must be based on standards of equity, fairness, and impartiality
* Practical approach: bases decisions on prevailing standards, society, and all stakeholders

Question 3

Code of Ethics

Answer 3

a formal statement of a company’s values concerning ethics and social issues
− Principle-based statements define fundamental values, company responsibilities, quality of products, and treatment of employees
− Policy-based statements outline the procedures to be used in specific ethical situations

Question 4

Whistle-blowing

Answer 4

employee disclosure of illegal, unethical, or illegitimate practices on the employer’s part
* Company actions to make whistle-blowing an effective ethical safeguard
− View whistle-blowing as a benefit to the company
− Make dedicated efforts to protect whistle-blowers

Question 5

Planning Process

Answer 5

1. Develop the plan- define mission, vision, set goals, manage goal conflict. Step 2. Translate the plan- define tactical plans and objectives, develop strategy map, define contingency plans and scenarios. 3.Plan operations- Define operational goals, and plans. Select measures and targets. Set stretch goals. Crisis planning. 4. Performance Management Use- Management by objectives. Single use plans. Standing Plans. 5. Monitor and learn- Hold planning reviews. Hold operational reviews.

Question 6

Strategic Goals and Plans

Answer 6

Strategic goals: official goals; broad statements describing where the organization wants to be in the future
* Strategic plans: define the action steps by which the company intends to attain strategic goals

Question 7

Operational Goals

Answer 7

: results expected from departments, work groups, and individuals
− Precise and measurable

Question 8

Tactical Plans

Answer 8

define what major departments and organizational subunits will do to implement the organization’s strategic plan
− Tend to be short term

Question 9

Effective Goal Setting

Answer 9

Are specific and measurable, have a defined time period, are linked to rewards, are challenging but realistic, cover key result areas

Question 10

MBO Process

Answer 10

1) Set goals- Corporate Strategic Goals, Departmental Goals, Individual Goals. Step 2) Develop Action Plans. Step 3. Review Progress. Step 4) Appraise Overall Performance.

Question 11

Crisis Planning

Answer 11

preparing organization, managers, and employees to cope with catastrophic events that could destroy the firm

Question 12

Programmed and Non-Programmed decisions

Answer 12

Programmed decisions: involve situations that have occurred often enough to enable decision rules to be developed and applied in the future
* Nonprogrammed decisions: made in response to situations that are unique, are poorly defined and largely unstructured, and have important consequences for the organization

Question 13

Classical Decision Making

Answer 13

based on rational economic assumptions and manager beliefs about what ideal decision making should be. Clear cut problem and goals. Condition of certainty. Full information about alternatives and their outcomes. Rational choice by individual for maximizing outcomes.

Question 14

Satisficing

Answer 14

choosing the first solution that satisfies minimal decision criteria

Question 15

Groupthink

Answer 15

tendency of people in groups to suppress contrary opinions. Avoid groupthink.

Question 16

Brainstorming

Answer 16

uses a face-to-face interactive group to spontaneously suggest as many ideas as possible for solving a problem.

Question 17

Human Capital

Answer 17

the economic value of the combined knowledge, experience, skills, and capabilities of employees

Question 18

Discrimination

Answer 18

hiring or promoting applicants based on criteria that are not job relevant

Question 19

Job application process

Answer 19

− Types of Interviews- Structured interview: set of standardized questions that are asked of every applicant so comparisons can easily be made
− Behavioral questions: ask people to describe how they have performed a certain task or handled a specific problem
− Work sample: real example of work that a candidate has produced or a live simulation of the job
− Employment tests: tests that may include cognitive ability tests, physical ability tests, personality inventories, and other assessments

Question 20

Performance Assessments

Answer 20

observing and evaluating employee performance, recording assessment, and providing feedback

Question 21

Two popular approaches

Answer 21

− 360-degree feedback: process that uses multiple raters, including self-rating, as a way to increase awareness of strengths and weaknesses and guide employee development
− Performance review ranking system: method in which managers evaluate direct reports relative to one another and categorize each on a scale
A new approach focuses on engaging and developing employees rather than assessing or rating them