MGMT Final

Ethics

Code of moral principles that governs whether a person's behavior is right or wrong.

ethical dilemma

Occur when there is a conflict between core ethical values, between "right vs.right" or "wrong vs. wrong"; there is no one clear-cut ethical choice. It is a problem or situation for which a person must choose among alternative actions that in some cases may compromise an ethical principle.

Ethical Egoism

the right behavior is the one that creates the greatest good for the individual

Utilitarianism

he individual is replaced with the group and suggests that people should do what creates the best benefit for the greatest number of people

Moral Rights

the notion that equal respect must be given to all people regardless of whether this results in greater utility or not.

Relativism

grounded in the idea that different cultures have different norms of behavior and these norms are culture specific.7 So what is right depends on what each culture values.

Virtue Ethics

focuses on each person and his or her behavior. It is based on the notion that some individual traits are virtuous, such as courage, generosity, and friendliness

Justice (Fairness)

grounded in the notion of equality and fairness.

Ethical decision-making model (EDM)

1. Awareness 2. Judgment 3. Motivation 4. Behavior

Corporate Social Responsibility (CSR)

is the framework that guides businesses in making ethical decisions that benefit not just shareholders, but all stakeholders, including customers,employees, the environment, and society at large.

Code of Ethics

is a formal statement of expected behavior that serves as therules of conduct in an organization.

Ethical Leadership

leading with integrity and making decisions that align with moral principles, benefiting the organization and its stakeholders

Whistleblower

an employee who exposes unethical or illegal conduct

Moral Rights Approach

Focuses on safeguarding the non-economic interests of individuals, particularly creators, in their work

Leadership

Use of power or influence to engage followers in a full range of activities that serve to accomplish the leader's vision and goals for the work unit (a team, department, or business unit) or organization.

Laissez Faire Leadership

Tendency of a leader to avoid making difficult decisions, ignoring responsibilities, and simply not getting involved in organizational matters.

Transactional Leadership

Leader behaviors that emphasize the exchange of resources with followers to accomplishroutine organizational goals.

Transformational Leadership

Leader behaviors that motivate followers to reach beyond the ordinary andto strive toward a vision of how things could be.

Charismatic Leadership

An approach of influencing others by charging-up their motivation and emotions sothey pursue the leader's vision with courage and conviction.

Ethical Leadership

Conforming to laws and regulations, being honest, treating others fairly and with respect, and not abusing power to exploit others or to serve the leader's self-interest.

Impression Management

A set of tactics used by individual to influence how others perceive them.

Legitimate power

ability to influence others by virtue of holding aposition in an organizational hierarchy.

Reward power:

control over resources that can be used to influenceothers.

Coercive power

control over resources that may be used to punish people.

Expert power

possession of important knowledge, skills, or expertise uniquely important to others

Referent Power

ability to influence others because of affection

Initiating structure

Leader activities involved in organizing and accomplishing tasksand work-related goals.

Consideration

Leader behaviors demonstrating respect and concern for subordinates'needs and feelings.

Motivation

a force that reflects the degree to which individuals direct their attention and energy toward a specific task or activity.

Engagement

degree to which individuals are willing to invest all of theirenergies into their roles at work.

What is the difference between intrinsic and extrinsic motivation

Intrinsic is a reward for yourself, extrinsic is like a being given a paycheck

self-determination theory

Proposes that people find activities to be satisfying and intrinsically motivating when they fulfill their innate desire

autonomy

Ones feeling of control over outcomes

Competence

The belief that one can influence some important outcome

Relatedness

The sense that one has meaningful and supportive relationships with others

Job design

Practice of structuring work tasks so they are motivational

Job Characteristics Model

skill variety, task identity, task significance, autonomy, feedback

Reinforcement Theory

A theory of learning and motivation that identifies how individuals come to associate behaviors with the consequences that follow

positive reinforcement

The use of positive consequences to strengthen a particular behavior

Negative reinforcement

The process of strengthening behavior by withdrawing something negative; the goal is to elicit more of a behavior

Punishment

The weakening of a behavior by presenting something negative or withdrawing something positive; associated with some unpleasant side effects

Extinction

weakening of behavior by ignoring it or making sure it is not reinforced

Goal Setting Theory

Individuals are driven to meet goals, especially when they are specific, difficult, and attainable when feedback is available, and individuals are committed to a goal

SMART

Specific, Measurable, Attainable, Relevant, Timely

Equity theory

a theory that states that people will be motivated when they perceive that they are being treated fairly

Distributive Justice

Individual perceptions of the fairness of outcomes to people for what they do

Procedural justice

Perception of fairness in the procedures used to make organizational decisions

Interactional Justice

Extent to which people believe that they are given full explanations for organizational decisions and are treated with respect in the process

Non-programmed decisions

Maybe in response to novel, complex problems or involves situations that are unfamiliar to the decision maker

Programmed decision

Made in response to recurring problems that are familiar to the decision maker

Intuition

Nearly instantaneous judgement about a situation based on past experiences without conscious thought

Bounded rationality

Persons level of rationality is limited by the information they possess

Heuristic

mental shortcut that saves time when solving a problem

Biases

Tendency or inclination to make a certain type of decision making error when confronted with similar stimuli

representativeness heuristic

Ignoring information regarding the probability of an event in favor of information that seems more relevant to the situation

availability heuristic

basing the estimated probability of an event on the ease with which relevant instances come to mind

confirmation bias

a tendency to search for information that confirms one's preconceptions

escalation of commitment

An increased commitment to a project or decision despite clear evidence of it failing

rational decision making approach

Identify the problem, decision criteria, develop list of plausible solutions, evaluate plausible solutions, implement and monitor the solutions

Autocratic style

Managers make decisions alone

Consult (individually)

Managers seek solutions from individual subordinates

Consult (group)

Managers seek solutions from subordinates in a group setting

Facilitative

Managers share problem with group and works with them to reach a consensus on final decision

Delegative

Manager passes the responsibility for making final decision on a specific problem to subordinates

Groupthink

Pattern of thoughts and behaviors that hinder a teams ability to make effective decisions; most team members hold back to not upset other members

Abilene paradox

Individuals acting contrary to their own wishes are likely to experience negative feelings about the outcome

diffusion of responsibility

Individuals who withhold taking action because they believe others have done so already or will in the future

Social influence

Changes in behavior result from interactions with others