Management Chapter 7 and 8

Stewardship

empowering followers to make decisions and gain control over their work. lead without dominating followers

Ethics

essentially involves how we act, live, lead our lives, and treat others. Our choices and decision-making processes and our moral principles and values that govern our behaviours regarding what is right and wrong are also part of ethics

develop strategies

to cope, dominate, and appeal to the envirnment

Monitor enivronments

to identify, predict, and manage trends, issues, and opportunities

Instrumental values

preferred means of behaviour used to obtain those goals

Hierarchy

problem solving and efficency

Moral (and human) rights

universal and based on norms in every society, for example, the right not to be enslaved and the right to work.

Functional structure

Increase specialization and lack of connection and isolation headquarters over everyone

Complex and unstable=4

Large number of EE change frequently and unpredictable

Complex and stable=2

Low and moderate large number of EE relatively similar remain the same or change slowly

Simple and Stable = 1

Low uncertainty small number of EE they are similar remain the same or change slowly

Mechanist

Stable and certain top down hierarchy Narrow span of control formal rules specialized tasks vertical communication structured decisions

Three types of resilience

Structural integrative transformative

Issue of virtue ethics

Who defines virtuous, especially when a complex act or incident is involved that requires factual information and objective criteria to resolve?"

Leadership

ability to influence followers to achieve common goals through shared purposes.

Organizations must

adapt, exploit, and fit with the external environment

utilitarianism

an action is morally right if it produces the greatest good for the greatest number of people. no agreement on the definition of "good for all concerned." In addition, it is difficult to measure "costs and benefits."

Terminal values

are desired goals, objectives, or end states that individuals wish to pursue

Universalism

considers the welfare and risks of all parties when considering policy decisions and outcomes may not always prove realistic or practical in all situations.

Adhocracy

creating and innovating

Market

deliver value, goals, and results

Subcultures

develop in large organizations as a response to problems, situations, and experiences

Current challenges to external environments

digital tech and AI and hacking

Matrix structure

combine vertical and horizontal leads to confusion and conflicts divided loyalty

Why ethics

(1) support and respect the protection of internationally proclaimed human rights, (2) ensure that they are not complicit in human rights abuses, (3) uphold the freedom of association and the effective recognition of the right to collective bargaining, (4) eliminate of all forms of forced and compulsory labour, (5) abolish child labour, (6) eliminate the discrimination of employment and occupation, (7) support a precautionary approach to environmental challenges, (8) promote greater environmental responsibility through initiatives, 9) encourage the development and diffusion of environmentally friendly technologies, and (10) work against corruption, including extortion and bribery.

De Toni and De Zan

1. Self managing team with responsibility to the larger system 2. Develop simple rules to drive out creativity and innovation. keep it simple while complex 3. Create open networks to promote cooperation and integration and develop brand reputation 4. Share values, visions, and strategy with knowledge to develop trust, incorporation and promotion of leaders

Globalization

combo of external forces shaping environments of organizations

Virtue ethics

based on character traits such as being truthful, practical wisdom, happiness, flourishing, and well-being. It focuses on the type of person we ought to be, not on specific actions that should be taken

ethical dimension of stakeholder theory

based on the view that profit maximization is constrained by justice, that regard for individual rights should be extended to all constituencies who have a stake in a business, and that organizations are not only "economic" in nature but can also act in socially responsible ways

three components of ethical leadership

be a moral entrepreneur a moral manager Ethical leaders

Communication and coordination

between internal and external

No longer considered a luxury but a necessity

business ethics

Network teams

clustering and path length groups and paths look out for others informal but connected networks hard to establish clear communication dependence on tech no central physical location

Divisional

focused, responsible, and accountable isolated infrequent communication, coordination of mission and values

Ethical principles are different from values

former are considered as rules that are more permanent, universal, and unchanging, whereas values are subjective, even personal, and can change with time.

Ethical dilemmas originate

from an unawareness of how to sort out and think through potential consequences of our actions or inaction.

Ethical principles

generally are codified into laws and regulations when there is societal consensus about such wrongdoing. These laws, and sometimes unwritten societal norms and values, shape the local environment within which individuals act and conduct business

Geographic

head of each market internationally effective coordination yet decisions decentralized

Corporate culture

helps an organization adapt to the right values to respond to threat and opportunity

Fit

how well they perform in an environment

External environment

involves all the outside factors and influences that impact the operation of a business for which the business must respond in order to maintain flow

Organic

less rigid flexible, few rules two way communication participatory decision shared tasks wide span of control unstable/ uncertain

Organizational culture

often has a profound influence on individual choices and can support and encourage ethical actions or promote unethical and socially irresponsible behaviour

Ethical relativism

people set their own moral standards for judging their actions. Only the individual's self-interest and values are relevant for judging his or her behaviour

Horizontal organizational design

reengineering along workflow processes that link organizational capabilities to customer and supplier

Normative ethics

refers to the field of ethics concerned with our asking how should and ought we live and act. Business ethics is applied ethics that focuses on real-world situations and the context and environment in which transactions occur

Clan

relationships and team building

domain

sector or field of the environment uses its tech, products and services to compete in and serve the environment

Servant leadership

selflessly working with followers to achieve shared goals that improve collective, rather than individual, welfare

Ethical dilemmas

situations and predicaments in which there is not an optimal or desired choice to be made between two options, neither of which solves an issue or delivers an opportunity that is ethical

Simple and unstable= 3

small number of similar EE elements change frequently and unpredictably

moral entrepreneur

someone who creates a new ethical · those who create new norms and those who enforce new norms

corporate social responsibility (CSR)

strategic imperatives for organizations as fundamental market forces for financial viability and success, where consumers are important stakeholders · positively influence both internal and external stakeholders.

Ethical leaders

strive to further social or institutional goals that are greater than the goals of the individual.

Organizational complexity

the amount of complexity derived from the environment where the organization operates

Caroucci five ways organizations needlessly provoke good people to make unethical choices

· (1) People feel psychologically unsafe to speak up. (2) Excessive pressure to reach unrealistic performance targets compromises people's choices. (3) When individuals face conflicting goals, they feel a sense of unfairness and compromise their reasoning. (4) Only talking about ethics when there is a scandal. (5)When there is no positive example available, individuals react instead of choose ethical decisions.

Effective leaders

· lead by example and demonstrate virtuous practices while demonstrating successful practices are more numerous than the media or press reveal.

Organizational leaders

· responsible to a wide range of stakeholders and stockholders as well as employees toward meeting the goals for the organization.

common good

· the sum of those conditions of social life which allow social groups and their individual members relatively thorough and ready access to their own fulfillment."