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Buisness Anthro > Midterm 2 > Flashcards

Midterm 2 Flashcards

1
Q

Ethics is comprised of:

A
  • rules and regulations
  • values
  • research
  • moral principles
  • ethical practices
  • rules of conduct
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2
Q

What are ethics?

A
  • the moral principles and values, such as right and wrong, justice and virtue, that guide the collection of information. They are guidelines on how to act when faced with moral dilemmas
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3
Q

Why do we need ethics in research?

A
  • they inform the treatment, representation, discretion, and disclosure to and if the research participants
  • guide ways we conduct ourselves
  • help safeguard against potential exploitation
  • moral choices can trump economic ones
  • fair treatment of employees, customers, and shareholders leads to more sustainable business
  • ethical businesses enjoy enviable reputations & customer employee loyalty
  • corporate social responsibility is an expectation, not a suggestion
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4
Q

Where do ethical dilemmas arise in business research?

A
  • treatment of respondents/ participants
  • impact on others
  • collection of data
  • interpretation of data
  • use of data
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5
Q

Treatment of respondents?

A
  • No harm: (confidential or anonymous, harmful products)
  • full disclosure (debriefing, no deception)
  • no coercion (right of refusal)
  • identity protection (anonymity or confidentiality, respondents and client)
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6
Q

AAA’s code of ethics

A
  1. Primary ethical obligations to people, species, and materials they study and to the people with whom they work
  2. Can supersede the goal of seeking new knowledge
  3. Avoid harm or wrong, respect well- being of humans and NHP, consult actively
  4. Honest and transparent with all stakeholders with nature and intent
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7
Q

Levels of analysis

A
  • individual level
  • group level
  • organizational level
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8
Q

Individual level

A

Psychology - the science that seeks to measure, explain, and sometimes change the behaviour of humans and other animals

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9
Q

Group level

A

Sociology- the study of people in relation to society

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10
Q

Organizational level

A

Anthropology- the study of societies to learn about human beings and other activities

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11
Q

3 cultural models

A
  • organization as a machine
  • organization as an organism
  • organization as a culture
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13
Q

Organizations as machines

A
  • set up under the scientific management school
  • regimental structure
  • dividing up the overall goal of the organization into smaller and smaller tasks in a hierarchy of departments
  • departments all have clearly defined relationships, with every part functioning in the smooth running of the whole
  • all at held together by mangers’ central control of workers
  • expected to behave like part of the machine
  • ex. Fast food companies
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14
Q

Organization as an organism

A
  • human relations functionalist school
  • organization has needs which have to be satisfied in order for the organization to function effectively
  • subsystems - strategic, technological, managerial, and human resources
  • each subsystem has a different relationship with environment but all also need to be interrelated
  • a successful organization is though of as seeking a healthy state of equilibrium or homeostasis
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15
Q

Organization as a culture

A
  • list of attributes or shared values
  • glue a group into a state of uniformity and consensus
  • company as culture and workforce as subculture
  • dispels the idea of an organization as static, in homeostasis or equilibrium
  • focus is on a continuous process of organization
  • most material aspects of organization made real by giving them meaning
  • people negotiate meaning if their everyday routines
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16
Q

Concept of culture as shared

A
  • consensus
  • core to the definition of culture
  • property of a group
  • persists over time
  • common repertoire of ideas
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17
Q

Visible levels of corporate culture

A
  1. Artifacts - dress, office layout, slogans, stories, perks
  2. Behaviours - ceremonies, meetings, communications with other employees and customers, stakeholders
  3. Formal organization - ex. Org charts, mission/ vision statements
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18
Q

Invisible levels of corporate culture

A
  1. The meanings, symbols of the artifacts and behaviours
  2. Expressed values
  3. Norms: underlying assumptions and deep beliefs
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19
Q

The formal system

A
  • the organization chart
  • companion processes and programs
  • a hierarchical skeleton
  • structure of the organization is designed to best fulfill the goal
  • static, inflexible, and enduring
  • mission statement
  • positions
  • defined roles, equates person with role
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20
Q

Critique of formal system

A
  • hierarchy breeds soiled thinking
  • titles limit creative thinking
  • hierarchy does not foster collaboration
  • misses what really goes on in companies and who does the work
  • people devote a lot of time to analyzing changes in the chart
  • slows down corporations
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21
Q

Western rationalism to formal system

A
  • explicit hierarchical system
  • clear division of work
  • Specified roles
  • separation of bureaucracies, work, and personal lives
  • appointment in the basis of technical qualifications
  • promotion through regularized systems based on merit
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22
Q

The holacratic organization

A
  • holacracy model is a circle - the product/ service is at the centre and the employees surround it
  • removed work titles and focuses on work roles
  • each is a stakeholder
  • work environment that empowers each employee to be a leader
  • teams have authority to make their own decisions and actions within the overall goals and vision of the company
  • rather that communications silos, info is shared laterally or horizontally
  • hierarchy is necessary, circles
  • example Zappa
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23
Q

Informal organization

A
  • it is the total of behaviours, interactions, norms, perinatal and professional connections through which work gets done
  • evolved organically and spontaneously
  • it can accelerate and enhance responses to unanticipated events
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24
Q

Informal organization consists of

A
  • dynamic set of personal relationships
  • social networks
  • communities of common interest
  • emotional sources of motivation.
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25
Q

The informal system

A
  • almost never explicitly stated
  • encompasses connections and relationships not in the org chart
  • way individuals and groups in the organization relate to each other
  • may complement or detract from the more explicit structures, plans, and processes or formal organization
  • how people actually network to get the job done
  • is connected to members lives outside of the organization
  • is influenced by the environment
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26
Q

Norms

A
  • socially shared standards against which the appropriateness of behaviour can be evaluated
  • influences how members perceive and interact with one another, approach decisions, and solve problems
  • implies social control
  • positive or negative means of ensuring conformity and applying sanctions to deviant behaviour
  • we are influenced by others expectations (willing to alter behaviour in others presence)
  • rules are only useful for addressing predictable and regular situations
27
Q

Other characteristics of the informal organization:

A
  • essential for situations that change quickly or are not yet fully understood
  • evolves constantly
  • grass roots
  • dynamic and responsive
  • excellent at motivation
  • insider knowledge needs to be seen
  • treats people as individuals
  • non- hierarchical and fluid
  • cohered by trust and reciprocity
  • difficult to pin down
28
Q

Social network analysis (SNA)

A
  • individual (actors) are represented as nodes
  • lines indicate relationships (can vary)
  • analysis looks at relationships between people and their influence
  • critical influence in problem solving and how organizations are run
29
Q

SNA hierarchies

A
  • everyone is linked to boss above them, not connected to each other except through common boss
  • going outside the formal lines of communication frowned upon
  • SNA shows how social relationships actually occur and how things actually get done
30
Q

Degree centrality

A
  • the number of direct connections a node has
31
Q

Connector or hub

A

Individual that connects to many people and connects a lot of people

32
Q

Betweeness centrality

A
  • connects people, although has few direct connections

- “broker” role

33
Q

Closeness centrality

A
  • how easily they can access nodes in network (although may have fewer connections than hub)
  • shortest paths to all others
34
Q

Boundary spanners

A
  • nodes that connect their group to others

- innovators

35
Q

Network centralization

A
  • a very centralized network is dominated by one or a few very Central nodes
  • if those nodes are removed or damaged the networks quickly fragmented into unconnected sub networks
  • a less centralized network is more resilient
36
Q

The value of social network analysis

A
  • recognize individuals importance and enable info flow and collaboration critical to innovation
  • rethink traditional approaches to talent management processes
  • important to retention strategies
  • recognize go to people and use for integration efforts
  • staffing decisions
  • soon to retire, look at connections
37
Q

Tangible outcomes from SNA

A
  • sell more
  • organizational restructures that work
  • better knowledge sharing
  • preserving expertise
  • building better communities
  • more innovation
  • Competitive intelligence
38
Q

Internal cultural diversity

A
  • people of different ethnicities in the workforce
  • gender, age differences
  • different subcultures
39
Q

External cultural diversity

A
  • companies with production processes or service outlets across the globe in different national cultures
40
Q

Four basic types of corporate culture

A
  • incubator
  • guided missile
  • family
  • Eiffel Tower
41
Q

Incubator

A

Person and egalitarian

  • fulfillment oriented
  • (Silicon Valley; google/ Apple)
42
Q

Guided missile

A

Task and egalitarian
- project oriented
(US, UK)

43
Q

Family

A

Person and hierarchical
- power oriented
(Japan, Latin America, Africa)

44
Q

Eiffel Tower

A
  • task and hierarchical
  • role oriented
    (France, Germany)
45
Q

Mergers and culture

A
  • acculturation process
  • usually fail due to different cultures
  • example AOL and Time Warner
46
Q

Signs of a culture clash

A
  • people talk in terms of them and us
  • people glorify past talking about the good old days
  • newcomers are vilified
  • obvious conflict
  • one party in merger portrayed as stronger and the other as weaker
47
Q

Strategies for a successful cultural merger

A
  • amount of cultural integration required depends on the reason for the merger acquisition
  • if company acquires portfolio of diverse business only necessary senior management level
  • of core processes are combined - integration important
  • examining existing cultures to see if it will be an issue
  • cultural workout workshops
  • open lines of communication early
  • understand how combination will create value
  • reward behaviour support culture you want
48
Q

Strategic planning is composed of:

A
  • vision
  • mission
  • values
  • strategy
49
Q

Corporate vision statement

A
  • statement of where organization wants to go in the future
  • provides continuity and identifies direction and purpose
  • what the company wants to be; a long- term view
  • a source of inspiration and commitment
  • emotional - excite
  • achievable yet challenging
  • should be highest level requirement
  • drives both investment and implementation throughout organization
  • succinctly
50
Q

Mission statements

A
  • states why the company exists
  • the core purpose and focus of the company
  • what it does to achieve its vision
  • helps organization maintain focus
  • it can determine what markets do for
  • business strategies and practices may change, but core mission is usually stable
  • clear, concise, and memorable
  • help guide internal decision making and also describe the company’s overall goals to customers, suppliers, and community
51
Q

Corporate values

A
  • shared beliefs about what is important
  • values drive an organizational culture and priorities
  • provide framework
  • operating philosophies or principles that guide an organizational internal conduct
  • determine the company’s relationship with its customers, partners, and shareholders
  • strong values will be those which actually operate in practice
  • company values underpin the vision and the mission
  • important to be explicit k
52
Q

Corporate strategy

A
  • the specific set of goals the company is striving for and the policies by which it is seeking to get there
  • a roadmap or path towards the end mission and vision
  • focuses on the specific business objectives such as the target market, the products or services offered, and how the company competes
  • to be achieved without compromising values
  • tactics are the specific means to achieve the strategy- the business plan
53
Q

Jennifer chatman: culture boosts organizational performance when it:

A

1) is strategically relevant
2) is strong
3) emphasizes innovation and change

54
Q

What makes culture strong?

A
  1. Agreement among employees about what is valued

2. High levels of intensity about these values

55
Q

Warring factions

A
  • intensity exists but groups disagree about priorities
56
Q

Vacuous cultures

A
  • members agree about what’s important but don’t care much and aren’t willing to go the extra mile
57
Q

Emphasizing innovation

A
  • performed effectively over long run only if culture promoted innovation
58
Q

How to develop a strong strategically relative culture

A
  1. Recruit and select
  2. Socialize orient and train
  3. Reward and lead people
59
Q

Culture as a tool of management control

A
  • upper level Managers learn to shape, use and integrate informal network with the formal organization
60
Q

Benefits of culture as a tool of management control

A
  • faster decision making
  • improved execution
  • more highly motivated employees
61
Q

Skills and behaviours critical for changing culture

A
  • all individuals, teams, communities, systems and other business assets are interconnected actors
  • focus on system outcomes. The key is performance of connected whole
  • we can no longer focus on performance of individual
  • social network analysis is the mapping and measuring of relationships and flows between people, groups, and organizations

Buisness Anthro (2 decks)

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