MGMT 310 Exam 1

Kant's Dualism

-Act only according to that maxim by which you can at the same time will that it should become a universal law. -Act so that you treat humanity, whether in your own person or in that of another, always as an end and never as a means only.

Rational Decision Making

-Explains how managers should make decisions -Process -Identify the problem or opportunity - determining actual versus desirable -generate alternative solutions - both objective and creative -Evaluate Alternatives and Select a Solution - Ethics, Feasibility, and Effectiveness -Implement and evaluate solution chosen

Ethical Decision Tree

-Graphical representation of process underlying decisions -Gather the facts, define ethical issues, identify the affected parties, identify the consequences, identify the obligation, consider your character and integrity, thinking creatively about potential actions, check your intuition

Alternative Dispute Resolution

-Uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches, such as unilateral decision making or litigation. -Speed, low cost, confidentiality, and winning solutions. -Facilitation, Conciliation, Peer review, Ombudsman, Mediation, Arbitration

Ethical Egoism

-a person ought to act only to promote for himself or herself the greatest balance of good over bad results -self-interest provides the sole touchstone for thinking about right and wrong -each person should, only for the sake of self-interest, care about others

Utilitarianism

-persons (or organizations or systems) ought to act only to promote the maximum net expectable utility for the widest community affected by their actions -"Seek the greatest good for the greatest number" -Benevolence (kindness) -What about "the greatest good for some majority seems to dictate the unjust treatment of an innocent victim or minority"?

3-Step Approach to Problem Solving

1. Define the problem 2. Identify potential causes 3. Make recommendations and take action

Norms

An attitude, opinion, feeling, or action - shared by two or more people - that guides behavior

Dialectic Method

Calls for managers to foster a structured dialogue or debate of opposing viewpoints prior to making a decision

Contingency Approach

Calls for using OB concepts and tools that best suit the situation, instead of trying to rely on "one best way"

Functional Conflict

Characterized by consultative interactions, a focus on the issues, mutual respect, and useful give-and-take

Satisficing

Consists of choosing a solution that meets some minimum qualifications and thus is "good enough"

Team Charters

Detail members' mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its commitments

Group Development Process

Forming Storming Norming Performing Adjourning

Self-managed team

Groups of workers who have administrative oversight over their work domains

Conflict Handling Styles

Integrating, Obliging, Dominating, Avoiding, Compromise

Sources of Individual Power

Legitimate, Reward, Coercive, Expert, Referent

Groupthink

Mode of thinking that people engage in when they are deeply involved in a cohesive in-group

The automation era and OB

Organizational behavior describes an interdisciplinary field dedicated to understanding and managing people at work. Because of automation, the importance of tacit knowledge has become bigger. Tacit knowledge can be taught only by human interactions and practical experiences

Bounded Rationality

Represents the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions

Communication Process

Sender Receiver Message Medium Noise Feedback Encoding Decoding

Added-Value Negotiation

The negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship by following these steps: -Clarify interests (not positions) -Identify options -Design alternative deal packages -Select a deal -Perfect the deal

Human Capital

The productive potential of an individual's knowledge, skills, and experiences

Social Capital

The productive potential resulting from relationships, goodwill, trust, and cooperative effort

Problem Solving

a systematic process for closing the gaps between an actual and a desired state or outcome

Coercive Power

ability to make threats of punishment and deliver actual punishment

Referent Power

comes into play when our personal characteristics and social relationships are the reason for others' compliance

Non-rational decision making

explains how managers actually make decisions

Devil's Advocate

involves probing and challenging group thinking and where appropriate providing alternate ideas and solutions that go beyond simply disagreeing

Global Communication

language and cultural differences

Reward Power

managers who obtain compliance by promising or granting rewards

Legitimate Power

managers who obtain compliance primarily because of their formal authority to make decisions

Expert Power

possessing valued knowledge or information over those who need to seek that information

Soft Skills

relate to human interactions and include both interpersonal skills and personal attributes

Ethical Dilemmas

situations with two choices, neither of which resolves the situation in an ethically acceptable manner

Team

small number of people who are committed to a common purpose performance goals, and approach for which they hold themselves collectively accountable

Hard Skills

technical expertise and knowledge required to do a particular task or job function

Synergy

the interaction or cooperation of two or more organizations, substances, or other agents to produce a combined effect greater than the sum of their separate effects

Group

two or more freely interacting individuals who share norms and goals and have a common identity