MGMT FINAL CH. 4

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nlle
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MGMT FINAL CH. 4
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2010-11-30 18:45:40
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MGMT 301 FINAL CH 4
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  1. Ethics
    The set of moral principles or values that defines right and wrong for a person or group.
  2. Ethical Behavior
    Behavior that conforms to a society's accepted principles of right and wrong.
  3. Sources of code of Ethics
    • Societal Ethics
    • Occupational Ethics
    • Organizational Ethics
    • Individual Ethics
    • Ethics vary from country to country, from group to group, from time to time.
  4. Workplace Deviance
    Unethical behavior that violates organizational norms about right and wrong.
    • Production Deviance: Hurts the quality and quantity of work produced.
    • Property Deviance: Aimed at the organizations's property or products.
    • Political Deviance: Using one's influence to harm others in the company.
    • Personal aggression: Hostile or aggressive behavior toward others.
  5. U.S. Sentencing Commission Guidelines since 1991, amended in 2004
    • Who: Nearly all businesses are covered
    • What: Punishes a number of offenses
    • Why: Encourages businesses to be proactive
    • How: Determine the punishment
    • Companies can be prosecuted and punished even if management didn't know about the unethical behavior.
    • i.e. invasions of privacy, price fixing, fraud, customs violations, antitrust violations, civil rights violations, theft, money laundering, conflicts of interest, embezzlement, dealing in stolen goods, copyright, extortion.
  6. Ethical Dilemma
    • All alternatives are undesirable or unethical
    • Potential ethical consequences are unclear
    • The quandary people are in when deciding which way they should act
  7. Three Domains of Human Action
    • Free choice vs. Law
    • Free choice vs. Ethics
    • Law vs. Ethics
  8. 7 Ethical Principles of Decision Making
    • Long-term self-interest: Holds that you should never take any action that is not in your or your organization's long-term self-interest.
    • Personal virtue: Holds that you should never do anything that is not honest, open, and truthful and that you would not be glad to see reported in the newspapers or on TV.
    • Religious Injunctions: Holds that you should never take any action that is not kind and that does not build a sense of community.
    • Government Requirements: Holds that you should never take any action that violates the law, for the law represents the minimal moral standard.
    • Utilitarian Benefits: Holds that you should never take any action that does not result in greater good for society.
    • Individual Rights: Holds that you should never take any action that infringes on others' agreed-upon rights.
    • Distributive Justice: Holds that you should never take any action that harms the least fortunate among us: the poor, uneducated, unemployed.
  9. Selecting and Hiring ethical employees
    Overt integrity testsasking: Estimates one's honesty directly

    Personality-Bases integrity testspsychological: Test one's honesty indirectly.
  10. Ethics Training
    • Develops employee awareness of ethics
    • Achieves credibility with employees
    • Teaches a practical model of ethical decision making
  11. Rationalizations for unethical behavior
    • "It is not really illegal."
    • "It is really in everyone's best interests."
    • "No one will ever know about it."
    • "The organization will stand behind me."
  12. Ethical Climate
    • Establishing an Ethical Climate
    • Mangers:
    • 1. Act ethically
    • 2. Are active in company ethics programs
    • 3. Report potential ethics violations
    • 4. Punish those who violate the code of ethics.
  13. Whistleblowing
    Reporting others' ethics violations to management or legal authorities.
  14. Social Responsibility
    A business's obligation to pursue policies, make decisions, and take actions that benefit society.
  15. Shareholder Model
    View of social responsibility that holds that an organization's overriding goal should be to maximize profit for the benefit of shareholders.
  16. Stakeholder Model
    • Theory of corporate responsibility that holds that management's most important responsibility, long-term survival, is achieved by satisfying the interests of multiple corporate stakeholders.
  17. Stakeholders
    Person or groups with a "stake" or legitimate interest in a company's actions.
  18. Primary Stakeholder
    • Any group on which an organization relies for its long-term survival.
    • Shareholders
    • Employees
    • Customers
    • Suppliers
    • Governments
    • Local Communities
  19. Secondary stakeholders
    • Any group that can influence or be influenced by a company and can affect public perceptions about its socially responsibility behavior.
    • Media
    • Special interest groups
    • Trade associations
  20. Social responsibility
    • Discretionary: Serve a social role
    • Ethical: Abide by principles of right and wrong
    • Legal: Obey laws and regulations
    • Economic: Be profitable
  21. Social Responsiveness
    • Refers to a company's strategy for responding to stakeholders' economic, legal, ethical, or discretionary expectations concerning social responsibility.
    • Reactive, defensive, accommodative, proactive strategies.
  22. Reactive Strategy
    A social responsiveness strategy in which a company does less than society expects.
  23. Defensive Strategy
    A social responsiveness strategy in which a company admits responsibility for a problem but does the least required to meet societal expectations.
  24. Accommodative Strategy
    A social responsiveness strategy in which a company accepts responsibility for a problem and does all that society expects to solve that problem.
  25. Proactive Strategy
    A social responsiveness strategy in which a company anticipates responsibility for a problem before it occurs and does more than society expects to address the problem.
  26. Social Responsibility and Economic Performance
    • Realities of Social Responsibility:
    • Can cost a company
    • Sometimes it does pay
    • Does not guarantee profitability

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