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Introduction to Management > Module 6 > Flashcards

Module 6 Flashcards

1
Q

Work place deviance

A

is unethical behavior that violates organization norms about right or wrong.

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2
Q

types of workplace deviance

A
  1. Production Deviance
  2. property Deviance
  3. Employee Shrinkage
  4. Political Deviance
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3
Q

production deviance

A

hurts the quality and quantity of work products (leaving early, taking long breaks

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4
Q

property deviance

A
  • is unethical behavior aimed at company property or products (sabotaging, stealing, damaging equipment or products)
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5
Q

employee shrinkage

A

theft of company merchandise by employees

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6
Q

political deviance

A

involves using one’s influence to harm others in the company (favoritism rather than performance, spreading rumours, blaming others for mistakes not made by them )

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7
Q

personal aggression

A

hostile or aggressive behavior towards others (sexual harassment, verbal abuse, stealing from coworkers)
• Understand ethics guidelines

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8
Q

Ethics Guidelines

A
  • International Code of Ethics for Canadian Business established in 1997
  • Concerns community participation, environmental protects, human rights, business conduct and human rights.
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9
Q

Influences on Ethical decision making: Ethical Intensity

A
  1. Magnitude of Consequences
  2. social consensus
  3. probability of effect
  4. temporal immediacy
  5. proximity of effect
  6. concentration of effect
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10
Q

ethics

A

set of moral principles or values that defines right and wrong for a person/group

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11
Q

ethical behaviour

A

behaviour that conforms to a society’s accepted principles of right and wrong

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12
Q

Kohlberg’s Stages of Moral Development

A

. preconventional level of moral development

  1. conventional level of moral development
  2. post conventional level of moral development1
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13
Q

Principles

A
  1. long term self-interests
  2. personal virtue
  3. religious injunctions
  4. government requirements
  5. utilitarian benefits
  6. individual rights
  7. distributive justice
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14
Q

Principles: Long term self-intersts

A

you should never take any actions that is not in your or your organizations long-term self interest

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15
Q

principles: personal virtue

A

holds that you should never do anything that is not hones, open, and truthful and that you would not be glad to see reported in newspapers or on TV.

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16
Q

principles: religious injunctions

A

holds that you should never take an action that is unkind or that harms a sense of community, such as the positive feelings that come from working together a commonly accepted goal.

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17
Q

principles: government requirements

A

the law represents the minimal moral standards of society, so you should never take any action that violates the law.

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18
Q

principles: utilitarian benefits

A

states that you should never take an action that does not result in greater good for society.

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19
Q

principles: individual rights

A

holds that you should take an action that infringes on others agreed upon rights.

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20
Q

principles: distributive justice

A

you should never take any action that harms the least fortunate among us in some way.

21
Q

practical steps in ethical decision-making

A
  1. selecting ethical employees
  2. code of ethics
  3. training
  4. Climate
22
Q

Social responsibility

A

is a business’s obligation to pursue policies, make decisions, and take actions that benefit society.

23
Q

Who are organizations responsible to?

A
  1. Shareholder model

2. Stakeholder model

24
Q

what are organizations social responsible for?

A
  1. Economic responsibility
  2. legal responsibility
  3. discretionary responsibilities.
25
Q

What are the different demands for social responsibility

A
  1. social responsiveness
  2. reactive strategy
  3. defensive strategy
  4. accommodative strategy
  5. proactive strategy
26
Q
  1. Magnitude of Consequences
A

– the total harm or benefit derived from an ethical decision

27
Q
  1. social consensus
A
  • is agreement on whether behavior is bad or good
28
Q
  1. probability of effect
A

is the chance that something will happen and then result in harm to others.

29
Q
  1. temporal immediacy
A
  • is the time between an act an the consequences that act produces
30
Q
  1. proximity of effect
A

is the social, psychological, cultural, or physical distance of a decision maker from those affected by his or her decisions.

31
Q
  1. concentration of effect
A

is how much an act affects the average person.

32
Q
  1. preconventional level of moral development
A

people make decisions based on selfish reasons.

33
Q
  1. conventional level of moral development
A

– people make decisions that conform to societal expectations. They look to others for guidance on ethical issues

34
Q
  1. post conventional level of moral development
A

people used internalized ethical principles to solve ethical dilemmas

35
Q

Practical Steps in ethical decision making:

1. selecting ethical employees

A

*

36
Q

practical steps in ethical decision making:

2. code of ethics

A

*

37
Q

practical steps in ethical decision making:

3. training

A
  1. The first objective of ethics training is to develop employees’ awareness of ethics
  2. Second objective for ethics training programs is to achieve credibility with employees
  3. The third objective of ethics training is to teach employees a practical model of ethical decision making.
38
Q

practice steps in ethical decision making :

4. Climate

A
  1. First step in establishing an ethical climate is for managers, especially top managers, to act ethically themselves
  2. A second step in establishing an ethical climate is for top management to be active in and committed to the company ethics program
  3. A third step is to put in place a reporting system that encourages managers and employees to report potential ethics violations.
39
Q

What are organizations social responsible for ? 1. Economic responsibility

A

making a profit by producing a product or service valued by society

40
Q

What are organizations social responsible for ? 2. legal responsibility

A

is a company’s social responsibly to obey society’s laws and regulations as it tries to meet its economic responsibilities.

41
Q

What are organizations social responsible for ? 3. discretionary responsibilities.

A

pertain to the social roles that businesses play in society beyond their economic, legal and ethical responsibilities.

42
Q

What are the different demands for social responsibility

1. social responsiveness

A

refers to a company’s strategy for responding to stakeholders economic, legal, ethical, and discretionary expectations A social responsibility problem exists whenever company actions do not meet stakeholder expectations.

43
Q

What are the different demands for social responsibility

2. reactive strategy

A

will do less than society expects. It may deny responsibility for a problem ro fight any suggestion that it should solve the problem.

44
Q

What are the different demands for social responsibility

3. defensive strategy

A

will admit a responsibility for a problem but do the least required to meet societal expectations

45
Q

What are the different demands for social responsibility

4. accommodative strategy

A

will accept responsibility for a problem and take a progressive approach by doing all that can be expected to solve the problem .

46
Q

What are the different demands for social responsibility

5. proactive strategy

A
  • will anticipate responsibility from problem before it occurs, do more than expected to address the problem, and lead the industry in its approach
47
Q

who organizations are responsible to: Shareholder Model

A

holds that the only social responsibility business have is to maximize profits. By maximizing profits, the firm maximizes shareholder wealth and satisfaction. More specifically, as profits rise, the company shares owned by shareholders generally increase in value.

48
Q

who organizations are responsible to: Stakeholder Model

A

management’s most important responsibility is not just maximizing profits, but the firm’s long-term survival, which is achieved by satisfying not just shareholders, but the interests of multiple corporate stakeholders.

Introduction to Management (7 decks)

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