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."