Organizational Challenges for Today: Chapter 2 Flashcards
1
Q
current ethical challenges
A
- employee rights
- sexual harassment
- organizational justice
- whistle blowing
- corporate social responsibility
2
Q
challenges from technology innovation
A
- expert systems, robotics and machine learning
- proliferation of alternative work arrangements
- impact of technological changes on our stress
- impact of change due to tech and innovation
3
Q
Hofstede’s 6 Dimensions Model
A
- power distance
- individualism vs collectivism
- uncertainty avoidance
- masculinity vs feminity
- long-term vs short-term orientation
- indulgence vs restraint
4
Q
transnational organizations
A
the global viewpoint supersedes national issues
5
Q
guanxi
A
Chinese way of doing business: building networks for social exchange
6
Q
Do cultural differences translate into differences in work-related attitudes?
A
- national culture explains more differences in work-related attitudes than age, gender, profession, or position within the organization.
- relates to Hofstede’s 6 dimensions model
7
Q
power distance (Hofstede’s model)
A
relationship between authority and subordinate individuals that depends on how the latter reacts to the former.
8
Q
indulgence vs restraint (Hofstede’s model)
A
- indulgence cultures: allow relatively free gratification of basic and natural human desires related to enjoying life and having fun
- restraint cultures: control gratification of needs and regulate people’s gratification of human needs by means of strict social norms
9
Q
masculinity vs feminity (Hofstede’s model)
A
- Masculinity: emphasizes ambition, acquisition of wealth, and differentiated gender roles.
- Femininity: caring and nurturing behaviors, sexuality equality, environmental awareness, and more fluid gender roles.
10
Q
uncertainty avoidance
A
the extent to which the culture’s members feel threatened by uncertain, unknown situations or embrace these situations.
11
Q
long-term vs short-term (Hofstede’s model)
A
- long-term orientation: emphasize preparation for the future
- short-term orientation: are more concerned with short-term gratification
12
Q
individualism vs collectivism
A
- collectivism: stresses the importance of the community
- individualism: focused on the rights and concerns of each person.
13
Q
expatriate manager
A
- works in a country other than their home country
- benefit greatly from learning about cultural differences
14
Q
international executive
A
- job has an international scope
- whether in expatriate assignment or in dealing with international issues
15
Q
key competencies of an international executive
A
- integrity
- insightfulness
- risk taking
- courage to take a stand
- ability to bring out the best in people
- cultural adventurousness
- flexibility
- open to criticism
- desire to seek learning abilities
- sensitivity to cultural differences
16
Q
the culture map
A
- Communicating: low-context vs. high-context
- Evaluating: direct negative feedback vs. indirect negative feedback
- Persuading: principles first vs. applications first
- Leading: egalitarian vs. hierarchical
- Deciding: consensual vs. top down
- Trusting: task vs. relationship
- Disagreeing: confrontational vs. avoid confrontation
- Scheduling: linear-time vs. flexible-time
17
Q
Canada’s culture map
A
- Communication: explicit
- Evaluation: between giving direct and indirect negative feedback
- Persuading approach focuses on applications first
- Leading: egalitarian
- Deciding: between consensual and top-down
- Trust approach: task-focused
- Disagreeing style is between confrontational and avoiding confrontations
- Scheduling: structured, relying on linear-time
18
Q
diversity
A
all forms of differences among individuals, including culture, gender, age, ability, religion, personality, social status, and sexual orientation.
19
Q
prejudice
A
negative attitude towards a certain group
20
Q
discrimination
A
carrying out a prejudice using behaviour
(i.e: telling a coworker that they cannot use the cafeteria because of their skin colour)
21
Q
diversity’s benefits
A
- Attracts and retains the best human talent
- Improves marketing efforts
- Promotes creativity and innovation
- Results in better problem solving
- Enhances organizational flexibility
22
Q
diversity’s problems
A
- Resistance to change
- Lack of cohesiveness
- Communication problems
- Interpersonal conflicts
- Slowed decision making
23
Q
toughest issues for managers to resolve
A
- employee theft
- environmental issues
- comparable worth of employees
- conflicts of interest
- sexual harassment
24
Q
consequential theories of ethics
A
- emphasize the consequences or results of behaviour.
25
John Mill's utilitarianism
- well-known consequential theory
- “Good” is the ultimate moral value, and we should maximize good effects for the greatest number of people.
26
Adam Smith
- believed that the self-interest of human beings is religion’s providence, not the government’s.
- set forth a doctrine of natural liberty
~ presented the argument for open market
competition and free trade.
27
Adam Smith's doctrine of natural liberty
- people should be allowed to pursue what is in their economic self-interest
- consequently, the natural efficiency of the marketplace would serve the well-being of society.
28
rule-based theories of ethics
emphasize the character of the act itself, not its effects, in arriving at universal moral rights and wrongs
29
character theories of ethics
emphasize the character of the individual and the intent of the actor, instead of the character of the act itself or its consequences.
30
cultural relativism
- no universal ethical principle
- people should not impose their own ethical standards on others
- local standards guide ethical behaviour
31
when cultural relativism becomes an issue
may avoid or ignore difficult ethical dilemmas by denying their own accountability
32
ethical dilemmas: employee rights
- technology related issues (computer privacy)
- drug testing
- free speech
- downsizing and layoffs
- confidentiality
33
ethical dilemmas: sexual harassment
- gender harassment
- unwanted sexual attention
- sexual coercion
34
gender harassment
crude comments or behaviours that convey hostility toward a particular gender
35
unwanted sexual attention
unwanted touching or repeated pressure for dates
36
sexual coercion
implicit or explicit demands for sexual favours by threatening negative job-related consequences or promising job-related rewards
37
organizational justice
- distributive justice
- procedural justice
38
distributive justice
fairness of outcomes individuals receive
39
procedural justice
fairness of the process by which outcomes are allocated
40
whistleblowing
- informing authorities of wrongdoings by their companies or coworkers
- can be perceived as either heroes or “vile wretches” depending on their situations:
Those seen as heroes generally report
serious and high-magnitude ethical breaches
widely perceived as abhorrent.
41
corporate social responsibility
organization’s obligation to behave ethically in its social environment
42
Paul Harris's Rotary International
- is it the truth?
- is it fair to all concerned?
- will it build goodwill and better friendships?
- will it be beneficial to all concerned?
43
ethical codes
Individual codes of ethics, professional oaths, and organizational credos must all be anchored in a moral, ethical framework
44
technology
- the intellectual and mechanical processes an organization uses to transform inputs into products or services that meet its goals
- Managers’ inability to incorporate new technologies into their organizations limits economic growth in North America
45
expert systems
- computer-based applications that use a representation of human expertise in a specialized field of knowledge to solve problems
- can provide advice to non-experts
- can provide assistance to experts
- replace experts
- serve as a training and development tool in organizations
46
robotics
use of robots in organizations
47
telecommuting
electronically transmitting work from a home computer to the office
48
benefits of telecommuting
- gain flexibility
- save the commute to work
- enjoy the comforts of being at home
- some see it as "green"
49
disadvantages of telecommuting
telecommuters still feel “plugged in” to the communication system at the office
50
satellite offices
large facilities are broken into a network of smaller workplaces located near employees’ homes
51
shift in management and technology
- managers need to encourage workers mesmerized by new technology to take more frequent breaks
- must focus on helping workers manage the stress of their work
- must take advantage of the wealth of information available to motivate, coach, and counsel workers instead of stringently controlling or policing them.
- encouraging workers’ participation in early phases of decisions regarding technological changes
52
disadvantages of technology in the workplace
- Long hours at computer terminals can cause eye, neck, and back strain, and headaches
- workers accustomed to the fast response time of the computer come to expect the same from their coworkers
- has pushed workaholics
