Ethics chp 7

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  1. apathetic culture
    shows minimal concern for either people or performance; individual focus on their own self-interests
  2. caring culture
    exhibits high concern for people but minimal concern for performance issues
  3. centralized organization
    organizational structure in which decision-making authority is concentrated in the hands of top-level managers and little authority is delegated to lower levels
  4. coercive power
    the ability to influence behavior by penalizing actions or behavior
  5. compliance culture
    transaction-based culture that focuses on compliance with policies and procedures
  6. cultural audit
    tool to help companies assess their culture and benchmark against previous years’ results to measure for organizational improvements
  7. corporate culture
    a set of values, norms, and artifacts including ways of solving problems that members (employees) of an organization share
  8. decentralized organization
    organizational structure in which decision-making authority is delegated as far down the chain of command as possible
  9. differential association
    idea that people learn ethical or unethical behavior while interacting with others who are part of their role-sets or belong to other intimate personal groups
  10. exacting culture
    shows little concern for people but a high concern for performance; focuses on the interests of the organization
  11. expert power
    derived from a person’s knowledge (or the perception that the person possesses knowledge)
  12. formal group
    an assembly of individuals that has an organized structure accepted explicitly by the group
  13. group norm
    standards of behavior that groups expect of their members
  14. growth needs
    needs that are satisfied by creative or productive activities
  15. informal group
    two or more individuals with a common interest but without an explicit organizational structure
  16. integrative culture
    combines high concern for people and for performance
  17. job performance
    considered to be a function of ability and motivation; in that employees can be motivated, but resources and know-how are also needed to get the job done
  18. legitimate power
    stems from the belief that a certain person has the right to exert influence and that certain others have an obligation to accept it
  19. motivation
    a force within the individual that focuses his or her behavior toward achieving a goal
  20. qui tam relator
    an employee providing information to the government about their company’s wrongdoing
  21. referent power
    exists when a person perceives that his or her goals or objectives are similar to another person’s and influences the other to take actions that will lead both to achieve their objectives.
  22. relatedness needs
    needs that are satisfied by social and interpersonal relationships
  23. reward power
    a person’s ability to influence the behavior of others by offering them something desirable
  24. Sarbanes Oxley 404
    section of the Sarbanes-Oxley Act that codifies actions required to effect cultural change, not merely accounting changes, within an organization; the intent is to expose mismanagement, fraud, theft, abuse, and to sustain a corporate culture that does not allow these conditions and actions to exist
  25. Values based ethics culture
    relies upon an explicit mission statement that defines the firm as well as how customers and employees should be treated; focus is on values, not rules that help employees to decide to “do the right thing ”
  26. Whistle Blowing
    exposing an employer’s wrongdoing to outsiders (external to the company) such as the media or government regulatory agencies
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Ethics chp 7
2013-03-26 22:34:31
business ethics

ethics chp 7
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