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Organizational Behaviour MANA202 > Organizational Challenges for Today: Chapter 2 > Flashcards

Organizational Challenges for Today: Chapter 2 Flashcards

1
Q

current ethical challenges

A
  • employee rights
  • sexual harassment
  • organizational justice
  • whistle blowing
  • corporate social responsibility
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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
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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
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4
Q

transnational organizations

A

the global viewpoint supersedes national issues

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5
Q

guanxi

A

Chinese way of doing business: building networks for social exchange

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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
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7
Q

power distance (Hofstede’s model)

A

relationship between authority and subordinate individuals that depends on how the latter reacts to the former.

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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
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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.
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10
Q

uncertainty avoidance

A

the extent to which the culture’s members feel threatened by uncertain, unknown situations or embrace these situations.

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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
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12
Q

individualism vs collectivism

A
  • collectivism: stresses the importance of the community
  • individualism: focused on the rights and concerns of each person.
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13
Q

expatriate manager

A
  • works in a country other than their home country
  • benefit greatly from learning about cultural differences
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14
Q

international executive

A
  • job has an international scope
  • whether in expatriate assignment or in dealing with international issues
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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
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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
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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
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18
Q

diversity

A

all forms of differences among individuals, including culture, gender, age, ability, religion, personality, social status, and sexual orientation.

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19
Q

prejudice

A

negative attitude towards a certain group

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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)

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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
Q

John Mill’s utilitarianism

A
  • well-known consequential theory
  • “Good” is the ultimate moral value, and we should maximize good effects for the greatest number of people.
26
Q

Adam Smith

A
  • 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
Q

Adam Smith’s doctrine of natural liberty

A
  • 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
Q

rule-based theories of ethics

A

emphasize the character of the act itself, not its effects, in arriving at universal moral rights and wrongs

29
Q

character theories of ethics

A

emphasize the character of the individual and the intent of the actor, instead of the character of the act itself or its consequences.

30
Q

cultural relativism

A
  • no universal ethical principle
  • people should not impose their own ethical standards on others
  • local standards guide ethical behaviour
31
Q

when cultural relativism becomes an issue

A

may avoid or ignore difficult ethical dilemmas by denying their own accountability

32
Q

ethical dilemmas: employee rights

A
  • technology related issues (computer privacy)
  • drug testing
  • free speech
  • downsizing and layoffs
  • confidentiality
33
Q

ethical dilemmas: sexual harassment

A
  • gender harassment
  • unwanted sexual attention
  • sexual coercion
34
Q

gender harassment

A

crude comments or behaviours that convey hostility toward a particular gender

35
Q

unwanted sexual attention

A

unwanted touching or repeated pressure for dates

36
Q

sexual coercion

A

implicit or explicit demands for sexual favours by threatening negative job-related consequences or promising job-related rewards

37
Q

organizational justice

A
  • distributive justice
  • procedural justice
38
Q

distributive justice

A

fairness of outcomes individuals receive

39
Q

procedural justice

A

fairness of the process by which outcomes are allocated

40
Q

whistleblowing

A
  • 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
Q

corporate social responsibility

A

organization’s obligation to behave ethically in its social environment

42
Q

Paul Harris’s Rotary International

A
  • 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
Q

ethical codes

A

Individual codes of ethics, professional oaths, and organizational credos must all be anchored in a moral, ethical framework

44
Q

technology

A
  • 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
Q

expert systems

A
  • 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
Q

robotics

A

use of robots in organizations

47
Q

telecommuting

A

electronically transmitting work from a home computer to the office

48
Q

benefits of telecommuting

A
  • gain flexibility
  • save the commute to work
  • enjoy the comforts of being at home
  • some see it as “green”
49
Q

disadvantages of telecommuting

A

telecommuters still feel “plugged in” to the communication system at the office

50
Q

satellite offices

A

large facilities are broken into a network of smaller workplaces located near employees’ homes

51
Q

shift in management and technology

A
  • 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
Q

disadvantages of technology in the workplace

A
  • 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

Organizational Behaviour MANA202 (11 decks)

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