mgt 340 final

Management

Coordinating and overseeing work activities for efficiency and effectiveness

8 Traits

Drive Desire to Lead Honesty/Integrity Self-Confidence/Efficacy Intelligence Job Relevant Knowledge Extraversion Proneness to Guilt

The creation of ATMs in the 1960s paved the way for​ today's online banking. According to Peter​ Drucker, the creation of ATMs is an example of which potential source of​ opportunity? A. The unexpected B. The Internet C. The incongruous D. Changes in perception E. The process need

E. The process need

Accommodating

Placing another's needs above your own

6 Elements of Organizational Environment

Political Sociocultural Demographics Technological Economic Global

Disadvantage of working in teams

Potential for process loss Coordination losses -Increased communication & accountability demands -Increased meetings -Conflict -Managing misaligned expectations Production blocking -Have to wait on other people (can be slower than working by yourself) -Motivational losses -Social loafing (people don't pull their weight) -Some members may not be invested in the team

Organizational Structure

the formal arrangement of jobs within an organization

moral philosophy

(1) - Economic Value Orientation: Associated with values quantified by monetary means • If an act produces more value than its effort costs, then it should be accepted as ethical • Idealism: Places special value on ideas and ideals as a product of the mind • Realism: View that an external world exists independent of people's perceptions • Humankind is inherently self-centered and competitive

Consequentialist Theories

(1) - Egoism: Defines right or acceptable behavior in terms of its consequences for the individual: • We should make decisions that maximize our own self-interest only • Different analysis for every person • Self-interest might be power, physical well-being, pleasure, wealth, satisfying career, family, etc. • Enlightened Egoism - takes a more long-term view to allow for the consideration of others • (2) - Utilitarianism: Promotes the belief that one must make decisions that result in the greatest total utility • The greatest good for the greatest number of people • Utility - the greatest benefit for all of those affected • For example, it is less harmful to everyone affected to legalize the sale of drugs. • Can you think of some other examples where a utilitarian analysis might be effective? • What are some drawbacks to utilitarian thinking? • Tyranny of the majority?

Two Ethical Decision Making Models

(1) - Ferrell's Model from textbook: • Ethical Issue Intensity • Individual Factors • Organizational Factors • Opportunity (2) - The Cover Model • Ethical decision making models do not help in determining if a business decision is right or wrong, but rather: • Provide insights about ethical decision making in businesses Business ethics involves value judgments and collective agreement about acceptable patterns of behavior (social/organizational/industry norms).

Rawls' Two Principles of Justice

(1) - The Liberty Principle: There must be maximum equality in the assignment of basic liberties and duties; and (2) - The Difference Principle: Economic inequalities will be permitted only if they benefit the least advantaged in society.

Communication Mediums: Verbal

(e.g., Meetings, calls, video conference, speech, feedback) •Advantages ---Speed ---Feedback (immediate) ---Exchange •Disadvantages ---Potential distortion ---Difficult to pass on

Communication Mediums: Written

(e.g., e-mail, IM, newsletter, text messaging, blog) •Advantages ---Less potential for distortion (particularly complex and lengthy messages) ---Efficient for short messages ---Verifiable ---Usually more thought-out and clear •Disadvantages ---Limited in emotional expression

Collaborating

(high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes.

Competing

(high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results.

Accomodating

(low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way.

5 Aspects of Great Negotiating: 1 of 5

1. Extensive Preparation & Planning --Necessary to understand: ---Nature of conflict ---History leading up to negotiation ---Who is involved and their perceptions of the conflict ---Your goals ---Their goals ---Your BATNA & their BATNA

Job Characteristics Model (JCM)

A framework for analyzing and designing jobs to motivate

Approximately​ ________ percent of the U.S. workforce is represented by labor unions. A. 11% B. 17% C. 5% D. 31% E. 23%

A. 11%

Which of the following decruitment options involves reducing the workforce by simply not filling openings created by voluntary resignations or normal​ retirements? A. Attrition B. Layoffs C. Early retirements D. Transfers E. Firing

A. Attrition

Which of the following would not be considered a challenge for managers who have telecommuting​ employees? A. The telecommuting employee can be more productive because there are fewer workplace distractions to deal with. B. Telecommuting employees are not physically present so they​ can't be seen easily during the workday. C. Managers must trust the telecommuting employee to balance work and home priorities. D. Managers must work to keep the telecommuting employee in the loop and stay connected.

A. The telecommuting employee can be more productive because there are fewer workplace distractions to deal with.

________ leadership uses a quid pro quo​ ("this for​ that") approach and exchanges rewards for effort. If you do something​ well, you can expect to be​ rewarded; however, if you do something​ poorly, you can expect to be punished. A. Transactional B. Charismatic C. Visionary D. Transformational E. Situational

A. Transactional

Jacquie and her colleague disagreed about how to approach a project.​ Finally, Jacquie​ said, "I give​ up, we'll do it your​ way." Jacquie's approach illustrates​ a(n) ________ conflict management technique. A. accommodating B. avoiding C. collaborating D. forcing E. compromising

A. accommodating

Speakers more likely feel that you have been listening when you​ ________ A. ask questions and paraphrase what the speaker has said. B. maintain eye contact. C. end the meeting without summarizing and paraphrasing the​ speaker's concerns. D. offer a solution to the problem before the speaker finishes stating his or her concerns.

A. ask questions and paraphrase what the speaker has said.

The manager of manufacturing consults with a customer service representative to determine the status of a shipment to a customer. This is an example of​ ________ communication. A. diagonal B. lateral C. downward D. upward E. informal

A. diagonal

An automobile manufacturer has four distinct business units - one for each of its major brands. Each of these units is headed up by a senior manager who has authority over that brand and is responsible for performance. Based on​ this, it can be assumed that the company has a​ ________ structure. A. divisional B. functional C. matrix D. network E. simple

A. divisional

CH2MHill's weekly field employee meetings with supervisors are best referred to as​ ________ communication. A. downward B. lateral C. grapevine D. upward E. diagonal

A. downward

The audit process that CH2MHill has instated could be referred to as a measure of​ ________, which is also described in the text. A. organizational productivity B. regulatory control C. systematic troubleshooting D. organizational strategy E. organizational problem solving

A. organizational productivity

If Herman Miller organized smaller teams that are​ "tasked to solve specific​ issues" on their​ own, these teams would be​ ________ teams. A. self-managed work B. status system C. problem-solving D. groupthink E. virtual

A. self-managed work

Dealing with the interpersonal aspects of a negotiation​ involves: A. telling the​ truth, being​ trustworthy, and honoring your commitments. B. addressing​ problems, not personalities C. beginning with a positive proposal. D. paying little attention to initial offers.

A. telling the​ truth, being​ trustworthy, and honoring your commitments.

Reward Power

Ability to give rewards

Coercive Power

Ability to punish or control

Certainty

All outcomes are known

Measuring and evaluating team effectiveness

An effective team excels in three areas: 1. Production Output 2. Member Satisfaction 3. Capacity for Continued Cooperation •Which is the easiest to measure? ---Production output •It is difficult to measure the other two, but they are equally important --If we don't want to work together again, we aren't a very effective team

Virtue Ethics

Argues that ethical behavior: • Adheres to conventional moral standards, AND • Considers the judgment of a mature person with good moral character in a given situation. • Aristotle's idea of Virtue The Virtue Approach to Ethics as Applied to Business: • 1.) Good corporate ethics programs encourage individual virtue and integrity; • 2.) By the employee's role in the community (organization), these virtues form a good person; • 3.) An individual's ultimate purpose is to serve society's demands and the public good and will be rewarded in his/her career; • 4.) The well-being of the community goes hand in hand with individual excellence;

Conflict Management Styles

Assertiveness - acting in one's own best interest Cooperativeness - working toward the best interests of another 5 Styles: • Competing - highly assertive, not cooperative • Avoiding - uncooperative, non-assertive, leads to misconduct • Accommodating - highly cooperative, but non- assertive • Collaborating - both assertive and cooperative, seek win-win for all parties

Responsibilities of Ethics Officers

Assess the needs and risks of an organization-wide ethics program Develop and distribute a code of conduct or ethics Conduct training programs for employees Establish and maintain a confidential service to answer employees' questions about ethical issues Ensure the company is in compliance with government regulation Monitor and audit ethical conduct Take action on possible violations of the company's code Review and update the code

Rationality

Assumes manager is fully objective, logical, clear/unambiguous goals, specific goals, and all outcomes are known

Attribution Theory

Attempt to determine behavior by internal or external causation

Ethnocentric Attitude

Best practices are those of the home country

Sun-Li called her staff into her office and​ announced, "I'm thrilled to announce that​ we've been awarded the Cinocoh account.​ I'm here if you need​ me, but I want you to take this ball and run with it. You guys know what to do and how to do​ it, and I have complete faith in your judgment and​ abilities." According to the University of Iowa​ studies, what type of leadership style has​ Sun-Li exhibited? A. Employee-oriented B. Democratic C. Laissez-faire D. Autocratic E. Production-oriented

C. Laissez-faire

________ ratios are indications of an​ organization's ability to pay its​ short-term debts. A. Leverage B. Profitability C. Liquidity D. Activity E. Efficiency

C. Liquidity

Which of the following is the first step in the control​ process? A. Identifying the problem B. Comparing performance against standards C. Measuring actual performance D. Taking corrective action E. Analyzing alternatives

C. Measuring actual performance

5 Approaches to Management

Classical Early Behavior Quantitative Contemporary Contingent

Reliable

Consistent

Which personality trait in the Big Five Model would reflect the degree to which an individual is​ good-natured, cooperative, and​ trusting? A. Openness to experience B. Extraversion C. Emotional stability D. Agreeableness E. Conscientiousness

D. Agreeableness

Doing your homework before negotiating​ involves: A. assessing the strengths and weaknesses of the​ person(s) you're negotiating with. B. recognizing your own negotiating strengths and weaknesses. C. gathering as much pertinent information as possible. D. All of the above

D. All of the above

How can managers best encourage ethical​ communications? A. Review all communications written by others B. Write all communications themselves C. Avoid being sidetracked by a consideration of why a message is being communicated D. Clearly define what is considered ethical and unethical communication E. Avoid a focus on how the communication will appear in the​ future; focus on the present

D. Clearly define what is considered ethical and unethical communication

People in the office know that if you need something​ done, you can count on Shanna. She is​ detail-oriented, thorough, and her work is always completed on time. Which of the personality traits in the Big Five Model would this best​ illustrate? A. Extraversion B. Agreeableness C. Openness to experience D. Conscientiousness E. Emotional stability

D. Conscientiousness

All of the following are questions entrepreneurs might ask themselves when they evaluate marketplace considerations for potential ideas EXCEPT​ ________. A. How does your product compare to others in the​ market? B. How will potential customers purchase your​ product? C. Who are your potential​ customers? D. Do you have a realistic picture of the​ venture's potential? E. Have you considered pricing​ issues?

D. Do you have a realistic picture of the​ venture's potential?

​_______ are​ object-specific, intense feelings. A. Attitudes B. Values C. Norms D. Emotions E. Principles

D. Emotions

According to the​ video, Rudi's Bakery views​ management's job as creating a​ culture/environment where people are excited to come to work everyday. Doug​ Radi, Rudi's​ Bakery's Vice President of Marketing views this description of​ management's job as a way to ensure employee​ ________________________. A. involvement B. turnover C. support D. Job satisfaction E. engagement

D. Job satisfaction

Which leadership style identified by situational leadership theory​ (SLT) is characterized by a low level of task behavior and a high level of relationship​ behavior? A. Selling B. Delegating C. Telling D. Participating E. Initiating

D. Participating

Which of the following forms of technology would allow a manager to see the expressions and body language of a person telecommuting from​ home? A. Instant messaging B. Telephone C. Email D. Video chat

D. Video chat

Once each​ quarter, Bill holds an​ all-employee meeting in the cafeteria to keep them apprised of business​ results, let them know of planned changes in the​ industry, and answer questions. This is an example of​ ________. A. diagonal communication B. an open workplace C. the grapevine D. a town hall meeting E. lateral communication

D. a town hall meeting

Alec works on a new product development team at GTO Industries. His team is composed of members from​ engineering, quality,​ manufacturing, marketing,​ purchasing, and accounting. This describes a​ ________. A. simple structure B. divisional structure C. network structure D. cross-functional team E. matrix structure

D. cross-functional team

Kurt​ Workman, a Digital Communications Manager at​ CH2MHill, explains that the company uses​ ________ to perform the important function of communicating​ ________ to employees who work​ "in the​ field." A. company​ executives; control B. emails; motivation C. emails; information D. direct​ supervisors; information E. direct​ supervisors; emotions

D. direct​ supervisors; information

Because of the​ off-site locations of many of the CH2MHill​ employees, the company relies heavily on​ ________ to make sure that everyone has the correct​ information, which is one of the effective methods of overcoming communication barriers mentioned in the chapter. A. simplified language B. active listening C. nonverbal cues D. feedback E. decoding

D. feedback

One of the items on the list is​ _________working hours. A. good B. secure C. fair D. flexible

D. flexible

Schurman's description of the teams—consisting of members from a cross section of the Herman Miller organization—shows the importance of​ ________. A. external conditions to the​ team's global performance B. personality conflicts to the​ group's problem solving C. group member structure to the​ team's global performance issues D. group member resources to the​ group's performance potential E. group member resources to the​ team's conformity

D. group member resources to the​ group's performance potential

A​ ________ is a written statement describing job​ content, environment, and conditions of employment. A. job specification B. performance appraisal C. job analysis D. job description E. position assessment

D. job description

The process of directing and influencing a group to achieve its goals is referred to as​ ________. A. power B. micro-management C. organization D. leadership E. groupthink

D. leadership

More than one third of entrepreneurs said their idea for a business came from​ ________. A. somebody​ else's product/service B. following a passion C. market research D. sudden​ insight/chance E. a suggestion or collaboration

D. sudden​ insight/chance

All of the following are​ high-performance work practices EXCEPT​ ________. A. self-managed teams B. performance-based compensation C. flexible job assignments D. the decruitment of competent employees E. increasing employee access to information

D. the decruitment of competent employees

Adrian​ Cavlan, Sound in Motion​ Partner, specifically mentions that leaders need to set a good example and be​ approachable; trust and mutual respect are important parts of this. This could be categorized as the​ ________ dimension in leadership. A. R3 B. task structure C. LPC D. ​leader-member relations E. position power

D. ​leader-member relations

Multi domestic Cooperation

Decentralizing management/decisions to local country

RADAR Model

Describes an ethical leader's duty to: • Recognize ethical issues • Avoid misconduct whenever possible • Discover ethical risk areas • Answer stakeholder concerns when an ethical issue comes to light • Recover from ethical misconduct by improving upon weaknesses in the ethics program

General Administrative Theory

Describing what managers do and what is good management practice

Work Teams

Designed to be relatively permanent. Purpose is to produce goods or provide services, and they generally require a full-time commitment from their members.

Ethics Programs

Designed to encourage ethical decision making in business • Have to be well-designed to prevent major misconduct

Benefits of Ethics Auditing

Detects misconduct before it becomes a major problem Helps understand the ethical culture in an organization Highlights trends, improves organizational learning, and facilitates communication and working relationships Improves relationships with stakeholders • Helps companies assess the effectiveness of their programs and policies, which improves their operating efficiencies and reduces costs Information derived from audits is used to ensure maximum impact with available resources Identifies potential risks and liabilities and improves an organization's compliance with the law

Differential Association and Whistle-Blowing

Differential Association - the idea that people learn ethical or unethical behavior while interacting with people who are part of their intimate personal groups at work Legal protection for Whistle-Blowers exists to encourage reporting of misconduct • Sarbanes-Oxley Act • Federal Sentencing Guidelines for Organizations (FSGO) • Criminal Fraud Accountability Act (CCFA) • Dodd-Frank Act

Social Loafing

Do less work in a group than on your own

Common errors of "good" leaders:

Do not develop positive relationships with their followers

Which of the following areas of a business plan is likely to address any broad trends in the technological​ environment? A. Analysis of opportunity B. Description of the business C. Executive summary D. Financial data and projections E. Analysis of context

E. Analysis of context

Which of the following generational cohorts currently comprises the largest share of the​ workforce? A. Silent generation B. Gen Xers C. Gen Zers D. Gen Yers E. Baby boomers

E. Baby boomers

Eric has put a lot of effort into his job performance because he is up for promotion this year.​ However, his coworker Jacob has put in what he would consider to be a very minimal effort this past year.​ Nonetheless, Jacob gets the​ promotion, leaving Eric feeling disappointed and unrewarded for his hard work. What motivation theory is best representative of this​ situation? A. Three-needs theory B. Hierarchy of needs theory C. Two-factor theory D. Expectancy theory E. Equity theory

E. Equity theory

What is the first step in the entrepreneurial​ process? A. Identifying opportunities B. Identifying possible competitive advantages C. Starting the venture D. Managing the venture E. Exploring the entrepreneurial context

E. Exploring the entrepreneurial context

According to the Fiedler contingency​ model, which contingency dimension identifies the extent to which the leader has the authority to​ reward, discipline,​ hire, and/or fire​ subordinates? A. Reward power B. Coercive power C. Initiating structure D. Task structure E. Position power

E. Position power

Which of the following aspects of group structure outlined in this chapter would Mark​ Schurman, Herman​ Miller's Corporate Communications​ Director, agree is a major factor in how Herman Miller decides to organize its​ teams? A. Group cohesiveness B. Conflict management C. Status D. Group size E. Team member skills

E. Team member skills

Caitlyn has been a member of the annual auction committee for the humane​ shelter, but the auction has ended and the team is​ disbanding, at least until next year. This illustrates the​ ________ stage of group development. A. performing B. norming C. storming D. forming E. adjourning

E. adjourning

The process of determining who is the​ best, who sets the​ standards, and what those standards​ are, is known as​ ________. A. the acid test B. corporate governance C. a balanced scorecard approach D. organizational performance E. benchmarking

E. benchmarking

In the​ video, Scott Yanagihara clearly has processes in place for​ ________, which is an important part of controlling. A. creating sales expectations B. auditing accounts to determine profit margins C. checking federal regulation compliance D. checking the rate of sales E. checking that work is being done well

E. checking that work is being done well

Managers often walk around the work area they are responsible for to try to reduce employee time theft. Management by walking around is the​ best-known form of​ ___________________ control. A. profit maximization B. feedforward C. feedback D. cost cutting E. concurrent

E. concurrent

Operant conditioning argues that behavior is a function of​ ________. A. perception B. emotions C. attitude D. personality E. consequences

E. consequences

Kawa​ Hatel, Platinum Auto Body​ Co-Owner, would most likely agree that an effective team leader at Platinum Auto Body is one who​ ________. A. assumes​ self-gratification rather than commitment to duty or altruistic motivation B. tells subordinates exactly what to do and harangues them when they lack efficiency C. encourages subordinates to cope with increased work demands D. listens to subordinates yet emphasizes that individual projects are critically important E. encourages and supports collaboration in achieving common goals

E. encourages and supports collaboration in achieving common goals

The process of starting new​ businesses, generally in response to​ opportunities, is​ ________. A. innovation B. valuation C. harvesting D. sustainability E. entrepreneurship

E. entrepreneurship

According to the​ path-goal theory,​ ________ contingency factors determine the type of leader behavior required in order to maximize​ outcomes; ________ contingency factors determine how the leader behavior is interpreted. A. subordinate; environmental B. ​internal; external C. ​leader; subordinate D. subordinate; leader E. environmental; subordinate

E. environmental; subordinate

Whenever​ someone's computer goes down at Nicoh​ Enterprises, people call Gina. She is great at troubleshooting technical issues and always knows what to do to get their computers up and running again. Gina has​ ________ power. A. coercive B. information C. reward D. legitimate E. expert

E. expert

By assigning people at Herman Miller to teams whose leaders are not necessarily higher in​ rank, Tony​ Cortese, Herman​ Miller's Senior Vice President of​ People, believes that employees achieve both the​ ________ and​ ________ needed to solve their problems​ effectively, which the chapter also describes as two important characteristics of effective teams. A. social​ network; mutual trust B. unified​ commitment; norms C. negotiating​ skills; social loafing D. external​ support; clear goals E. relevant​ skills; good communication

E. relevant​ skills; good communication

A leader who focuses on clarifying​ employees' roles and task expectations and then provides rewards​ and/or punishments based upon their performance would be described as a​ ________ leader. A. ​laissez-faire B. charismatic C. democratic D. transformational E. transactional

E. transactional

In terms of how many employees a manager can effectively and efficiently​ manage, the trend in recent years has been toward​ ________. A. higher formalization of jobs B. increased work specialization C. less employee empowerment D. more centralization E. wider spans of control

E. wider spans of control

Compromising

Each party gives something up

Equity Theory

Employees compare job input-outcome with that of others then correct any inequity

Power Differences and Workplace Politics

Employees may ignore observed misconduct at work if their concerns are not addressed appropriately: • People who feel intimidated by power differences often avoid communication with the leader. Workplace politics involves gossip, manipulation, playing favorites, and taking credit for another's work. • This is inappropriate and may lead to lower morale, higher turnover, and negative behaviors among employees.

Initiating Structure

Essentially, the leader set clear goals and objectives for followers • Initiation - Originates and facilitates the implementation of new great ideas and practices • Organization - Clearly defines expectations and members roles • Production - Sets goals and provides incentives for effort and productivity

Consideration

Essentially, this is the degree to which a leader respects followers and is considerate of their feelings • Membership - informally interact with followers • Integration - encourage a pleasant atmosphere • Communication - provide and seek info from followers • Recognition - Express approval of desired behaviors • Representation - defend and advance interests of group

Risk

Estimating outcomes

Ethical Issue Intensity

Ethical Awareness - the ability to perceive whether or not a situation or decision has an ethical dimension Ethical Issue Intensity - the relevance or importance of an event or decision in the eyes of the individual, work group, or organization • The intensity of the issue relates to the perceived importance to the decision maker 6 Spheres of Influence that effect Ethical Issue Intensity: • Workplace • Family • Religion • Legal system • Community • Profession

Ethical Business Conflicts

Ethical Business Conflicts occur when views diverge on an ethical issue or conflicts with organizational goals occur. Help identify ethical issues that have to be resolved Transparent communication ensures that the management is aware of ethical conflicts • Failure to act on employee concerns may lead to more group conflict • Employees can either ignore the issue, confront the other person, or report the conflict

MBO (Management by Objective)

Evaluated on how well goals are accomplished

Intergroup Development

Exercise to change perceptions and stereotypes of team members

Norms

Expectations shared by the group

Individuals with ________ tend to believe that outside forces are largely responsible for their fate.

External locus of control

What are the components of the Big 5 model?

Extroversion, neuroticism, agreeableness, conscientiousness, and open to experience.

Research has shown that employees who are more satisfied with their jobs will overwhelmingly perform at a higher level than those who are less satisfied.

FALSE

Affective commitment exists when workers are committed not so much because they want to be but because they have to be.

False

Emotional intelligence is also referred to as cognitive ability.

False

Employees who are intrinsically motivated may be much more responsive to financial incentives than to changes in the work itself.

False

Extrinsic work values include interesting work, learning new things, and being creative.

False

Herzberg proposed that when motivator needs are met, employees will be satisfied, when these needs are not met, employees will not be satisfied.

False

It is essential for workers to value and desire extrinsically interesting work if they are to perform satisfactorily.

False

Organizational commitment describes a worker's attitude toward the employing organization's social programs.

False

Personality is determined partially by nature and partially by biological heritage.

False

The only reason why James works hard at his construction job is to make money to go fishing, which makes him happy inside. James has strong intrinsic work values.

False

There is a direct correlation between job satisfaction and attendance.

False

Work attitudes are the most general and long-lasting feelings and beliefs people have.

False

Type A behavior people make excellent team players who are easy to get along with.

False (competitive)

Schneider's ASA framework details how attraction, selection, and attrition processes determine individual personality.

False (good organizational fit, without it they usually leave)

Research on the Big 5 Model has shown that individuals high on locus of control are more likely to feel good about themselves at work and be satisfied with their jobs.

False (locus of control isn't in the Big 5 Model)

A person's personality is really a collection of traits, not abilities.

False (the way we think, feel, and believe)

Personality is the relatively enduring ways a person has of _____________.

Feeling, thinking, and behaving

Classical Approach to Management

First studies of management, emphasized rationality and making organizations and workers as efficient as possible

Core or Best Practices for legal compliance

Focus on developing structurally sound organizational practices and integrity for financial and nonfinancial performance measures • Voluntary responsibilities • Cause-related marketing • Strategic philanthropy • Social entrepreneurship

Hersey and Blanchard's SLT

Focuses on followers readiness

Ethical Disasters

Follow recognizable phases of escalation • Ethical issue recognition • Decision to act unethically • Organization's discovery of and response to the act Process of ethical disaster-recovery planning • Assess an organization's values and develop an ethics program • Perform an ethics audit and develop contingency plans

Physiological Needs

Food, drink, shelter, physical needs

Groups

Formal Group: Assembly of individuals with an organized structure that is explicitly accepted by the group • Committees, work groups, and teams Informal Group: Composed of individuals who have similar interests and band together for purposes that may or may not be relevant to the goals of the organization Group Norms: Standards of behavior that groups expect of their members

Ferrell Decision Making Model

Four Components to Ferrell Model: • Ethical Issue Intensity • Individual Factors in Ethical Decision Making • Organizational Factors • Opportunity

Halo effect

General impression of another based on a single characteristic

World Trade Organization (WTO)

Global organization of 153 countries that regulates trade amongst nations

Goal setting

Goals will increase performance

Satisfice

Good enough

The Fielder Model

Group performance depends on match of leader style and degree of control and influence (LPC)

Transformational Leadership

Grouping of leader behaviors that allows the leader to be inspirational and help followers commit to a shared vision Primary focus is on motivating followers to bring about success of organization • Idealized influence • Inspirational motivation • Intellectual stimulation • Individual consideration

People who are low self-monitors are __________.

Guided by their own attitudes, beliefs, feelings, and not concerned about what others think about them.

Expert Power

Influence as a result of knowledge, skills, and expertise

Means-end Chain Approach to Setting Goals

Integrated network of goals; goals must be met at lower levels to be met at higher levels

Boundary Spanning

Interactions among team members and individuals and groups who are not part of the team Ambassador Activities Task Coordinator Activities Scout Activities

Laura White enjoys her job, she feels she is doing something important, even though the pay is poor and she receives little recognition in the community. Her work values are...

Intrinsic

Glass Ceiling

Invisible barrier that prevents women and minorities from obtaining top-level postitions

Task Identity

Job requires completion of a whole and identifiable piece of work

Stereotyping

Judging others on the basis of one's perception of a group to which he or she belongs

Persist

Keep putting forth effort

Leader behaviors affect

LMX Motivation fairness Trust Commitment

Path-Goal Model

Leader to assist followers in attaining goals, provide direction, and support

Transformational Leadership

Leaders stimulate and inspire individuals to over achieve

Transactional Leadership

Leaders use social exchanges/transactions

5 Types of Managerial Power

Legitimate Coercive Reward Expert Referent

Multinational Cooperation

Maintaining operations in multiple countries

Top-Line Manger

Makes organizational wide decisions and establishes plans and goals for organization

Middle-Line Manager

Manages Front-line managers

Front-Line Manager

Manages non managerial employees

Mill

Mill argues that the rightness or wrongness of an act depends not on any intrinsic worth (such as Kant argues), but rather on the results it produces or tends to produce. The standard of goodness which Mill employs for assessing those results is Utility or the Greatest Happiness Principle: • Actions are right in proportion as they tend to promote happiness and wrong as they tend to produce the reverse of happiness. Happiness, according to Mill, is pleasure and the absence of pain. • Is this a complete definition of happiness? Your thoughts? While Mill supported Bentham's general approach, he worried that such a doctrine might appear to advocate gross physical indulgence. • So, he countered this idea by distinguishing "higher" pleasures (intellectual) from "lower" pleasures (physical). • The kind of pleasures that involve our more intellectual faculties are more valuable than others. • This conclusion did present a lack of consistency in comparison to Bentham's work. Why? How? Other objections to Mill's work include the worry that a consequentialist system of ethics may lead us to break important rules of conduct. • If pleasure is the overall standard, why should I not tell lies whenever it pleases me, for example. • Mill replies that "truth-telling" is generally productive of happiness, so it would be promoted above lying. • Expediency (temporary purpose) is not utilitarianism.

Standards in Ethical Auditing

Minimum standards for ethical performance are evolving: • Help companies set measurable and achievable targets for improvement • Form an objective foundation for reporting the firm's efforts to all direct stakeholders

Controlling

Monitoring, comparing, and correcting work

________ can change from hour to hour, day to day, and sometimes minute to minute.

Moods

Motivator needs vs. Hygiene needs

Motivator needs: satisfied, unsatisfied (intrinsic) Hygiene needs: dissatisfied, not dissatisfied (extrinsic)

ethical issues in business

Misuse of Company Time and Resources • Time theft • Using company software and internet services for personal business • Other types of resource theft Abusive or Intimidating Behavior • Physical threats, false accusations, profanity, and insults • Bullying Lying • Types - Joking without malice, lying by commission, • and lying by omission (leaving something out) • A lie may be unethical based on the context of the statement and its intent to distort the truth Conflict of Interest: Exists when an individual must choose between his or her own interests and those of the organization or some other group Bribery • Types - Active Bribery (briber) and Passive Bribery (bribee). • Legalities of bribery differ from country to country Corporate Intelligence/Espionage: Collection and analysis of information regarding the external environment of a business • Types of intelligence models - Passive monitoring system for early warning, tactical field support, and support dedicated to top-management strategy Discrimination on the basis of race, color, religion, sex, marital status, public assistance status, disability, age, national origin, and veteran status. • Protected classes • Illegal in the United States • Depends on country in global business Sexual Harassment • Unwanted sexual approaches • Repeated remarks with the implied suggestion that the target's employment status or favorable treatment depend on a positive response and/or cooperation • Intent is irrelevant, only the impact to the victim matters. • Dual Relationships cause direct or indirect conflicts of interest in professional judgement Accounting Fraud: • Financial Misconduct • Dodd-Frank Wall Street Reform and Consumer Protection Act was passed to: • Increase accountability and transparency in the financial industry • Protect consumers from deceptive financial practices Marketing Fraud • Categories of false or misleading advertisements: • Puffery - exaggeration • Implied Falsity • Literally False - "red bull gives you wings" • Labeling issues and ambiguous statements Consumer Fraud • Examples of fraudulent activities: • Shoplifting • Collusion • Employee aided consumer fraud • Duplicity • Consumers staging accidents, then suing for damages • Guile • Tricks to obtain an unfair advantage Insider Trading • Types - Illegal and legal (in the insider's own company with reporting requirements) Intellectual Property Rights • Legal protection of intellectual property such as music, books, and movies or any idea that is your own • Federal Copyright Office (FCO) laid the groundwork for intellectual property rules Privacy Issues • Monitoring of employees' use of available technology • Consumer privacy • Dimensions to consumer privacy • Consumer awareness of information collection • Lack of consumer control over the personal information collected • Future possibility of privacy?

Herzberg's Two Factor Theory

Motivators or internal factors (achievement, recognition, responsibility) lead to job satisfaction. Hygiene or external factors lead to dissatisfaction.

Management by Objective (MBO)

Mutually agreed upon goals and using them to evaluate employee performance

Hawthorne Studies

New insights into individual and group behavior, group pressure, acceptance, and security

Uncertainty

No certainty available

White Collar Crime

Non-violent crime committed at a business level causing monetary damage and emotional loss • Penalties • Fines • Home detention • Paying for the cost of prosecution • Forfeitures • Prison time

Normative Considerations in Ethical Decision Making (General Analysis)

Normative Approach: Examines what the ideal standard should be in ethical decision making • "Ought to" Standards • Within the firm, as well as the industry Normative rules and standards are based on individual moral values and the collective values of the organization

What is a leader?

One who uses power and influence to direct the activities of followers toward goal achievement

Boundary less Organization

Organization that is not defined by horizontal, vertical, or external boundaries

Contingency Approach

Organizations are different, face different contingencies, and require different management

Process Consolation

Outside consultant changes a manager's processes and decisions

Sarbanes-Oxley (SOX) Act

Passed to establish a system of federal oversight of corporate accounting practices Public Company Accounting Oversight Board • Monitors accounting firms that audit public corporations Jumpstart Our Business Start-ups (JOBS) Act • Exempts emerging growth companies from observing the auditor attestation requirements from Sarbanes- Oxley 404(b) Auditor and analyst independence • Section 201 prohibits registered public accounting firms from providing both non-audit and audit services to a public company • Why is this provision so important? Guarantees whistle-blower protection • Motivates employees to disclose information in a judicial proceeding against the private employer Compliance costs have reduced over the years

Variable pay

Pay based on an organizations performance

Skill-based pay

Pay based on the skills an employee demonstrates

Groupthink

Pressure by group to align opinion with the group

Brainstorming

Process to generate CREATIVE ideas

laws protecting consumers

Pure Food and Drug Act, 1906 • Federal Hazardous Substances Labeling Act, 1960 • Truth in Lending Act, 1968 • Consumer Product Safety Act, 1972 • Fair Credit Billing Act, 1974 • Consumer Goods Pricing Act, 1975 • Consumer Leasing Act, 1976 • Fair Debt Collection Practices Act, 1978 • Toy Safety Act, 1984 • Nutritional Labeling and Education Act, 1990 • Telephone Consumer Protection Act, 1991 • Children's Online Privacy Protection Act, 1998 • Do Not Call Implementation Act, 2003 • Credit Card Accountability Responsibility and Disclosure Act, 2009 • Dodd-Frank Wall Street Reform and Consumer Protection Act (2010)

LMX

Quality of Leader - Follower Relationships

Rational versus Behavioral Economics

Rational Economics: Assumes that people are rational and predictable and maximize the utility of their choices based on their needs and wants • We act independently on the basis of full and relevant information Behavioral Economics: Assumes that economic decisions are influenced by human behavior • Humans are assumed to act irrationally due to genetics, emotions, learned behavior, rules of thumb

Heuristics

Rules of Thumb

Charismatic Leadership

Self confident, personality, actions influence others by vision, they can articulate the vision, takes risks, sensitive to needs of outside and inside followers, uncharacteristic behavior

Esteem Needs

Self respect, achievement, status, recognition, attention

5 Elements of Organizational Development

Sensitivity Training Team Building Intergroup Development Process Consolation Survey Feedback

Procedural Decision

Series of steps to respond to a problem

Requirements for Ethics and Compliance Programs

Standards and procedures, such as codes of ethics, that are reasonably capable of detecting and preventing misconduct High-level personnel who are responsible for an ethics and compliance program No substantial discretionary authority given to individuals with a propensity for misconduct Standards and procedures communicated effectively via ethics training programs Systems to monitor, audit, and report misconduct Consistent enforcement of standards, codes, and punishment Continuous improvement of the ethics and compliance program

Quantitative Approach to Management

Statistics, simulations, information models used to improve decision making

Structured Decision

Straight forward, familiar, and easily defined

Team Viability

Team commitment; the likelihood a team can work together effectively into the future

task interdependence

The degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team • There are 4 primary types

The way people think, feel and behave within an organization is determined by ___________.

The interaction of personality and situational factors.

Network structure

The pattern of communication that occurs regularly among each member of a team

Classical View of Ethics

To maximize profits

3 Approaches to Setting Goals

Traditional Means-end Chain MBO

Personality has been shown to influence career choice.

True

There is a direct correlation between job satisfaction and organizational citizenship behavior.

True

Divisional Structure

Type of structure with separate units or divisions

Which Leadership Path is the strongest?

Understanding the strongest path is important because it gives us greater precision for effective leadership • If the strongest path is the direct path: ---Leader behaviors → Follower performance ---Then, we focus on the behavior and performance ---In other words, we don't care about perceptions • If the strongest path is : Leader behaviors → Trust → Follower performance ---Then, we focus on engaging in behaviors that enhance trust ---In other words, if the leader focuses on engaging in behaviors to bring about something other than trust (ex. Motivation), then the leader probably won't get the most out of his/her employees

Sensitivity Training

Unstructured group interaction

Transactional Leadership

Using rewards and punishments appropriately to promote compliance of expectations and desired behaviors • Contingent Rewards - Rewards based upon performance • Contingent Punishment - Punishment based upon performance •The overall goal is to establish and ensure fair distribution of goods

Scientific management

Using the scientific method to find the best way to do a job

Legitimate Power

derives from a position of authority inside the organization and is sometimes referred to as "formal authority."

BATNA

describes each negotiator's bottom line. In other words, at what point are you willing to walk away? At the BATNA point, a negotiator is actually better off not negotiating at all.

strategy formulation

development of courses of action and contingency plans, and then adapting those plans in light of changes that occur in the team's environment

surface-level diversity

differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes

deep-level diversity

differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better

Task Interdependence: 2 of 4: Sequential Interdepence

different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks. • Like an assembly line, they rely on one another before starting the next part

3 types of justice

distributive justice: based on the evaluation of outcomes or results of the business relationship procedural justice: based on the processes of activities that produce the outcome or results interactional justice: based on relationships and the treatment of others

Project Teams

formed to take on "one-time" tasks that are generally complex and require a lot of input from members with different types of training and expertise

Process Loss

getting less from the team than you would expect based on the capabilities of its individual members

Teams: Stage 4: Performing

members are comfortable working within their roles, and the team makes progress toward goals

Teams: Stage 5: Adjourning

members experience anxiety and other emotions as they disengage and ultimately separate from the team

Teams: Stage 1: Forming

members orient themselves by trying to understand their boundaries in the team.

Teams: Stage 3: Norming

members realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another • Feelings of solidarity develop as members work toward team goals

What are two reasons why people are absent?

motivation and ability

Reward Power

power that comes from the ability to provide rewards or favors

Scout Activities

refer to things team members do to obtain information about technology, competitors, or the broader marketplace

Four types of Law relevant to Business Ethics:

statutes- laws enacted by legislative bodies administrative regulations: (i.e. licensing boards) common law- judge made law (precedent) constitutional law- court rulings on the constitutionality of legislation

Coordination

synchronizing team members' activities in a way that makes them mesh effectively and seamlessly.

Conjuctive Tasks

tasks for which the team's performance depends on the abilities of the team's weakest link

Disjunctive Tasks

tasks in which group performance is dependent on the performance of the best group member

Transition Process

teamwork activities that focus on preparation for future work Mission Analysis Strategy formulation Goal specification

Action Processes

teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place Monitoring progress towards goals systems monitoring helping behavior Coordination

Political Skill

the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives.

Power

the ability to influence the behavior of others and resist unwanted influence in return

Task Processes

the activities of team members that relate directly to the accomplishment of team tasks.

Descretion

the degree to which managers have the right to make decisions on their own

Team Performance

the results that the team produces

In summary, great leaders:

• Demonstrate respect to followers • Give clear goals and expectations • Reward and punish based upon performance • Provide inspiration around a common cause • Be authentic and transparent • Serve followers, put them as a high priority

Two types of conflict:

•Task conflict: Friction related to work content and goals ---Task can be good ---Can lead to new and better ideas ---But, it can turn into relationship conflict • Relationship conflict: Friction related to people ---Relationship conflict is generally bad

When is it best to use teams?

•Tasks are complex (When work can be done better by more than one person) •When the work unites a group of people to a positive common purpose •When there is high interdependence among people •No individual expert exists •Taking risks is desirable (teams are more innovative & creative) •There is a need for community and support •When benefits of working in a team outweigh the costs

Contingent Rewards

•The focus of this leadership is more on day-to-day workings rather than inspiration of subordinates • ---Clarifies expectations and desired outcomes • Ensure the fairness of exchanges in the workplace • --- Provides appropriate rewards and recognition

Transanctive Memory

refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team.

communication competence

refers to the skills involved in encoding, transmitting, and receiving messages

Motivating and confidence building

refers to things team members do or say that affect the degree to which members are motivated to work hard on the task

Individualistic Roles

reflect behaviors that benefit the individual at the expense of the team •Aggressor- Deflates teammates, expresses disapproval with hostility •Blocker- Acts stubbornly resistant and disagrees beyond reason •Recognition seeker - Brags and calls attention to himself or herself •Self-confessor - Discloses personal opinions inappropriately •Slacker - Acts cynically, or nonchalantly, or goofs off •Dominator - Manipulates team members for personal control

hierarchial sensitivity

reflects the degree to which the leader effectively weighs the recommendations of the members

Decision Informity

reflects whether members possess adequate information about their own task responsibilities

Extrinsic values

related to the consequences of work. (Ex: increase in pay, good benefits)

Intrinsic values

related to the nature of work itself (Ex: Bill Gates doesn't have to work but he does)

Coercive Power

results from managers' authority to punish their subordinates

professional codes of ethics

rules that govern conduct of a profession

Sustainability

the assessment and improvement of business strategies, economic sectors, work practices, technologies, and lifestyles while maintaining the natural environment.

Exchange Tactic

used when the requestor offers a reward or resource to the target in return for performing a request.

Ethical values are one's personal convictions about what is right and wrong.

True

For all practical purposes, managers should view workers' personalities as fixed over the short run.

True

For jobs that change frequently, require innovation, or involve considerable risk, individuals who are open to experience may have an advantage.

True

If new hires are surrounded by coworkers who are dissatisfied with their jobs, they are more likely to be dissatisfied themselves.

True

It is possible for a worker to experience both satisfied and dissatisfied at the job at the same time.

True

Personality does not play a dominant role in predicting worker behavior on a highly structured automated manufacturing line.

True

Personality is the pattern of dynamic ways in which a person feels, thinks, and behaves.

True

Neuroticism reflects an individual's disposition to experience negative emotional states and to view the world in negative terms and is characterized by negative emotions and stress over time across situations.

True (Judy)

Negotiation

a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences.

Individuals who believe that their own actions and behaviors have an impact on determining what happens to them and their fate are said to have ________.

an internal locus of control

Organizing

arranging and structuring work to accomplish an organizations goals

Potency

degree to which members believe that the team can be effective across a variety of situations and tasks.

Staff Validity

degree to which members make good recommendations to the leader.

Organization

deliberate arrangement of people assembled to accomplish a purpose

legitimate power

derives from a position of authority inside the organization and is sometimes referred to as "formal authority"

One's personal convictions about what one should strive for in life and how one should behave is called...

values

Building Effective Teams: 3 Elements of Effective Teams: Proper Context

•Have the necessary resources •Effective leadership •Climate of trust •Psychological safety

To build effective teams, what three things do we need to focus on?

•How measure and evaluate team effectiveness •Essential team roles •Elements of effective teams

In order to build effective teams, we need to understand

•How measure and evaluate team •Essential team roles •Elements of effective teams

What could teams do to improve?

•Improve communication ---"Don't rely on text messaging" •Clarify expectations •Take more initiative •Spend more time together

Deontology (non-consequentialism)

"Deon" is Greek for duty. Focus lies on the rights of individuals and the intentions associated with a particular behavior rather than its consequences. • Our intentions (motivations/the why we behaved the way we did), not consequences • Equal respect must be given to all persons • Sometimes called "respect for persons ethics" • Contemporary deontology has been influenced by Immanuel Kant •Two Types of Deontology • Rule Deontologists • Conformity to general moral principles based on logic determines ethicalness. • "Do unto others as you would have them do unto you" • Kant's Categorical Imperative • Act Deontologists • Individual actions are the proper basis to judge ethicalness

Mandated Requirements for Legal Compliance

-Any practice that does not reduce competition or harm consumers or society is permitted -categories of law

civil law vs. criminal law

-Civil Law: Defines the rights and duties of individuals and organizations • Criminal Law: Prohibits specific actions and imposes fines or imprisonment as punishment for breaking the law

monitoring progress toward goals

-Teams that pay attention to goal-related information -perhaps by charting the team's performance relative to team goals- are typically in a good position to realize when they are "off track" and need to make changes

5 Aspects of Great Negotiating (Overview)

1. Extensive Preparation & Planning 2. Ask great questions 3. Establish aggressive goals 4. Establish a strong BATNA 5. Establish a strong anchor

International Monetary Fund (IMF)

185 countries that promote international monetary cooperation and provide advice, loans, and technical assistance

Teams are special because

1: interactions among members within teams revolve around a deeper dependence on one another than the interactions within groups. 2: the interactions within teams occur with a specific task-related purpose in mind.

Ethical Leadership and Organizational Culture

2 Approaches to Leadership: • Compliance-Based Approach - Emphasizes obedience to rules and regulations and sets processes in place to ensure compliance • Integrity-Based Approach - Views ethics as an opportunity to implement core values and empowers employees

5 Aspects of Great Negotiating: 2 of 5

2. Ask great questions •Make sure you understand: ---Nature of conflict ---History leading up to negotiation ---Who is involved and their perceptions of the conflict ---Your goals ---Their goals ---Your BATNA & their BATNA

5 Aspects of Great Negotiating: 3 of 5

3. Establish aggressive goals • Did goals matter to your negotiations? How so? ---Negotiator's target price and final negotiated price is highly correlated ---Conclusion: Those with high aspirations make aggressive first offers and negotiate better terms ---Did you see this in your negotiations? Aggressive goals ≠ Aggressive behavior

5 Aspects of Great Negotiating: 4 of 5

4. Establish a strong BATNA •Best Alternative to a Negotiated Agreement ---Be creative—think about all of the plausible things you will do if you can't come to an agreement ---Calculate the value of each thing and pick the best one; this is your BATNA ---Your BATNA is your planned course of action if there is no deal ---Being a good researcher is a prerequisite to being a good negotiator ---Search out your BATNAs so you have concrete information about your alternatives

5 Aspects of Great Negotiating: 5 of 5

5. Establish a strong anchor • Research shows final agreements are more influenced by initial offers than by subsequent concessionary behavior • Do your research and make an aggressive first offer --- Goals predict first offers which predict outcomes --- Make your first offer as extreme as you can possibly rationalize or explain based on your BATNA and goals --- Talk about your offer as long as possible (anchoring)

If a​ Rudi's Bakery employee​ says, "I like my​ job." This reflects the​ ______________ component of an attitude. A. behavioral B. cognitive C. affective D. organizational citizenship behavior E. social learning skills

C. affective

Christopher​ Klaus, Kanera's Founder and Chief Executive​ Officer, would say that a very ineffective way of managing a project team would involve using the​ ________ style. A. transactional B. laissez-faire C. autocratic D. transformational E. democratic

C. autocratic

Motivating Ethical Behavior

A leader's ability to motivate his/her subordinates plays a role in maintaining an ethical organization. • Job Performance is the product of motivation and ability. An individual's hierarchy of needs may influence his/her motivation and ethical behavior: • After basic needs and survival needs are satisfied, relatedness needs (social) and growth (creative/productive) needs become important.

Energy

A measure of intensity, drive, and vigor

Motivation

A person's efforts are energized, directed and sustained toward attaining a goal

Cohesion

A team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself

Planning

defining goals, strategies, and plans to integrate and coordinate activities

Similarity-attraction approach

A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them

Product Blocking

A type of coordination loss resulting from team members having to wait on each other to complete their part

An individual's work values will most likely remain relatively constant from job to job and organization to organization.

True

Which core job dimension in the job characteristics model​ (JCM) describes the degree to which a job provides substantial​ freedom, independence, and discretion to the individual in scheduling the work and determining task​ procedures? A. Autonomy B. Skill variety C. Feedback D. Task identity E. Task significance

A. Autonomy

Aleena's mother is seriously ill in another​ state, and Aleena has requested leave from her employer to care for her mother. Which law or ruling is most applicable to this​ scenario? A. Family and Medical Leave Act B. Patient Protection and Affordable Care Act C. Vocational Rehabilitation Act D. Consolidated Omnibus Reconciliation Act E. Worker Adjustment and Retraining Notification Act

A. Family and Medical Leave Act

3 Conflict Management Techniques

Collaborating Compromising Accommodating

Geocentric Attitude

Combination of practices from around the world

Which of the following defines an entrepreneurial​ venture? A. It pursues​ opportunities, is characterized by innovative​ practices, and has growth and profitability as its main goal. B. It is a small business that has pursued growth. C. It is independently​ owned, operated, and financed and​ doesn't necessarily engage in innovative practices. D. It seldom pursues growth. E. It is always set up as a sole proprietorship.

A. It pursues​ opportunities, is characterized by innovative​ practices, and has growth and profitability as its main goal.

Which subordinate contingency factor identified by the​ path-goal theory describes the degree to which followers believe that they are the masters of their​ fates? A. Locus of control B. Task structure C. Experience D. Perceived ability E. Formal authority system

A. Locus of control

Which of the following has contributed to the escalating problem of employee theft in all kinds and sizes of​ organizations? A. Loose financial controls at​ start-ups and small companies B. Poor compensation C. Poor hiring practices D. Poor management E. Lack of background checks

A. Loose financial controls at​ start-ups and small companies

When new employees join the​ company, HR specialist Angelica gives them a brief tour of the facility and then spends several hours introducing them to the​ company's history,​ goals, and philosophies and providing them with an overview of HR policies. What term best describes​ Angelica's activities? A. Organization orientation B. Mentoring and coaching C. Apprenticeship D. Work unit orientation E. On-the-job training

A. Organization orientation

Alicia is determined to finish her research paper. If that means she has to put in some late nights over the next few​ weeks, she is willing to do so because​ she's not going to give up after all the work she has already put into the paper. This willingness to continue on with the project represents which element of​ motivation? A. Persistence B. Direction C. Energy D. Autonomy E. Esteem

A. Persistence

One of the selection tools for firefighters is to be able to drag a​ 175-pound dummy for a distance of 100 feet. What type of selection tool does this​ represent? A. Physical examination B. Work sampling C. Assessment center D. Personality test E. Background investigation

A. Physical examination

_______ conflict focuses on what needs to be​ done, whereas​ _______ conflict focuses A. Task; process B. ​Process; task C. ​Process; relationship D. Relationship; process E. ​Functional; dysfunctional

A. Task; process

The​ least-preferred coworker​ (LPC) questionnaire to gauge leadership style forms a fundamental part of which theory of​ leadership? A. The Fiedler model B. The​ path-goal model C. Situational leadership theory D. The Ohio State studies E. Leader-member exchange​ (LMX) theory

A. The Fiedler model

Which of the following is the BEST definition of​ motivation? A. The process by which a​ person's efforts are​ energized, directed, and sustained through attaining a goal B. A permanent change in behavior that occurs as a result of experience C. The process by which we give meaning to our environment by organizing and interpreting sensory impressions D. The process of guiding learning in graduated steps using reinforcement or the lack thereof E. The process through which we judge​ others' behavior depending on the meaning we attribute to that behavior

A. The process by which a​ person's efforts are​ energized, directed, and sustained through attaining a goal

Elena has been absent without excuse twice during the past month.​ Elena's manager meets with Elena to determine the reason for her poor attendance. This is an example of​ ________. A. basic corrective action B. immediate corrective action C. disciplinary action D. a feedforward control E. the range of deviation

A. basic corrective action

Which of the following is the most important thing an entrepreneur develops when planning a venture? A. Business plan B. Competitor analysis C. Board of advisors D. Financial plan E. Feasibility study

A. business plan

The leader who​ says, "Do this or​ you're fired" is exercising​ ________ power. A. coercive B. reward C. information D. expert E. referent

A. coercive

This video reports​ that, worldwide, companies can lose up to​ $3.5 trillion from employees stealing​ money, software,​ information, office​ supplies, inventory, and so on. This example illustrates the importance of​ monitoring, comparing, and correcting work​ performance, which is called​ ________. A. controlling B. leading C. organizing D. planning E. selling

A. controlling

The Elm City Market Board has been described as taking a broader view of the business​ (e.g., approving​ budgets, reporting on the status of the​ store, etc.) and staying out of the detailed​ day-to-day operations. This is most likely an example of​ ________. A. decentralized authority B. acceptance of authority C. highly centralized authority D. direct line authority E. span of control authority

A. decentralized authority

Giving employees the power to make decisions and take actions on their own is known as​ ________. A. empowerment B. proactivity C. harvesting D. the boiled frog phenomenon E. venture leadership

A. empowerment

Jamal is a member service representative at a credit union. Until​ recently, his job consisted of handling​ members' deposits and withdrawals. He can now sell certificates of​ deposit, advise customers on the types and terms of available​ loans, and assist them with completing loan applicationslong dash—functions that were previously done by his team leader. This type of job design option would best be described as job​ ________. A. enrichment B. rotation C. specialization D. evaluation E. enlargement

A. enrichment

The textbook defines a leader as someone who can influence others and who​ ________. A. has managerial authority B. creates and articulates an energizing vision of the future C. stimulates and inspires followers to achieve extraordinary outcomes D. possesses expert power E. has authority by virtue of how he or she is perceived by his or her peers

A. has managerial authority

Having a solid understanding of knowing what motivates​ you: A. helps you make smart career and job choices. B. shows that you are a good decision maker. C. helps you manage your time better. D. All of the above

A. helps you make smart career and job choices.

Glenn​ Pitman, Triple Rock Brewery​ Supervisor, describes a​ supervisor's job as keeping her or his team motivated and encouraging team members to work together to resolve problems. Based on the description in the​ text, such a manager is most likely​ a(n) ________. A. high-high leader B. low-low leader C. R3 D. R1 E. high-low leader

A. high-high leader

The​ ________ for a human resources manager indicates that the individual must have a minimum of 5 years of experience in human​ resources, experience supervising and managing a professional​ staff, a​ bachelor's degree in human resources or​ management, proficiency in organizational​ development, and familiarity with HRIS and Microsoft Office. A. job specification B. performance appraisal C. job description D. graphic rating scale E. job analysis

A. job specification

An organized association of workers formed to protect the rights and interests of its members through the collective bargaining process is known as a​ ________. A. labor union B. wage alliance C. worker coalition D. work council E. board representative

A. labor union

The main purpose of active listening is to​__________________________. A. make a concerted effort to understand and interpret the​ speaker's message. B. make a persuasive argument against the​ speaker's concerns. C. make eye contact. D. all of the above.

A. make a concerted effort to understand and interpret the​ speaker's message.

Based on what Jerred Langlais says in the​ video, his interpretation of the​ manager-subordinate relationship is what the text would call​ ________. A. manager as enabler B. a traditional manager C. manager as supreme authority D. manager as span of control E. manager as chain of command

A. manager as enabler

Emotional intelligence​ (EI) involves a​ person's ability to​ ________ and​ ________ emotional cues and information. A. notice; manage B. conceal; master C. display; control D. perceive; manipulate E. ​influence; control

A. notice; manage

As a sales associate at a luxury auto​ dealership, Andre receives a base salary each​ month, but he also receives commission based on the number of vehicles he sells and a percentage of the net profit on the vehicles sold. This is an example of​ ________. A. variable pay B. skill-based pay C. pay-for-knowledge D. wages E. seniority pay

A. variable pay

Expectancy Theory

Act in a certain way based on expectation that the act will be followed by a given outcome

Rituals

Activities that express and reinforce values and goals

Social Needs

Affection, acceptance, and friendship

Servant Leadership

Altruistic-based form of leadership that emphasizes the needs and development of others (followers come first) • Altruistic calling - deep-rooted desire to make a positive difference in others' lives • Emotional healing - demonstrates commitment and skill in helping followers work through hardship or trauma • Wisdom - aware of surroundings and anticipates likely consequences • Persuasive mapping - uses sound reasoning and mental frameworks (adjusts persuasive techniques to the target audience) • Organizational stewardship - prepares an org to make a positive contribution to society

Job analysis

An assessment that defines the jobs behaviors, tasks, and responsibilities

Building Effective Teams: Measuring and evaluating team effectiveness

An effective team excels in three areas: 1. Production Output 2. Member Satisfaction 3. Capacity for Continued Cooperation Usually, we only think about #1 and we become solely focused on that, but by considering #2 and #3, we expand our focus to something much more productive

Aristotle's Nicomachean Ethics

Aristotle had no doubt that the life of virtue, informed by reason, constituted the good of mankind. Virtue is a trait or character that is to be admired; one that renders its possessor better, either morally or intellectually: • Intellectual (experience) • Inferior • Ethical (habit) • Superior distributed with a certain product or service But, what if selfish desires are in conflict with the demands of virtue? • Suppose that we ought to be courageous and help defend our fellow citizens against foreign attack, but selfishness makes us want to run away? Aristotle argues that ethical virtue is not merely something intellectual (a rational grasp of how we should act), but rather involves ingrained dispositions of character and habits of feeling and action. • He connects the word "ethics" to the Greek word ethos for custom or habit. Aristotle argues that ethical excellence is like musical excellence: you become good by constant practice. It is therefore a mistake to say that we can be good just by weighing costs and benefits of various courses of action. The virtuous individual will have been trained from an early age to have the right kind of desires, and to behave in the right kind of way, at the appropriate time Aristotle's Doctrine of Mean: • Courage is a disposition to act and react in certain ways. • That lies in between two extremes: • The vice of excess (foolishness) • The vice of deficiency (cowardice) • And so on with the other virtues (generosity, for example, lies on a mean between giving excessively and being stingy). • Similar to the Buddhist doctrine of the Middle Path

Organizing

Arranging and structuring work to accomplish goals

Laura is a billing clerk in a​ medium-sized manufacturing company. She reports to the Supervisor of Accounts​ Payable, who in turn reports to the Manager of Accounting. The Manager of Accounting is accountable to the Chief Financial​ Officer, who reports to the company president. Which element of organizational design does this​ illustrate? A. Departmentalization B. Chain of command C. Staff authority D. Work specialization E. Decentralization

B. Chain of command

BARS (Behaviorally Anchored Rating Scale)

Combines rating scale and critical incidents of work behavior

Samir called his line workers into the office and​ said, "I want to put the rules on the table so​ there's no misunderstanding. If​ you're late, you lose a​ half-day's pay. If you miss your production quota more than twice in one​ week, you're​ fired." How would​ Samir's leadership style be characterized using the​ path-goal theory? A. Supportive leader B. Directive leader C. Laissez-faire leader D. Achievement-oriented leader E. Participative leader

B. Directive leader

Which of the following managers has line​ authority? A. The finance manager assists the director of sales in developing an incentive compensation program that is consistent with budgetary constraints. B. A customer service manager establishes the work schedules of customer service representatives and can discipline them in accordance with the rules of the company. C. The quality control manager consults with the production manager about statistical analysis of production to ensure compliance with quality standards. D. The company attorney advises the human resources manager with respect to a discrimination lawsuit filed by an employee. E. A human resources manager lends guidance to the customer service manager to ensure that the proper documentation is in place before a customer service representative is fired.

B. A customer service manager establishes the work schedules of customer service representatives and can discipline them in accordance with the rules of the company.

Which of these is NOT a step in effective​ negotiating? A. Assessing goals B. Addressing​ personalities, not problems C. Doing your homework D. Emphasizing​ win-win-solutions

B. Addressing​ personalities, not problems

​Darma, a​ 56-year-old female, believes she has a cause of action against her employer because she is being paid less than a male worker who performs the same work. Which law or ruling is most applicable to this​ scenario? A. Age Discrimination in Employment Act B. Equal Pay Act C. Title VII of the Civil Rights Act D. Consolidated Omnibus Reconciliation Act E. Lilly Ledbetter Fair Pay Act

B. Equal Pay Act

Which theory of motivation proposes that employees compare what they get out of their jobs in relation to what they put into it and then determine if that is fair based on a comparison with​ others? A. Three-needs theory B. Equity theory C. Expectancy theory D. Hierarchy of needs theory E. Two-factor theory

B. Equity theory

Employees in the future will likely rely on multiple channels of communication with heavy reliance on social​ networks, text​ messaging, and instant messaging. With which of the following statements would Kurt Workman of CH2MHill most likely​ agree? A. People​ shouldn't be communicating through the Internet because​ there's too much room for error. B. Even though people can communicate through the​ Internet, face-to-face communication is still the most effective method. C. Employees should not be relying on multiple channels of​ communication, which make things far too complex. D. Face-to-face communication is valuable but time​ consuming, so firms should stress the importance of virtual communication even more vigorously. E. People should communicate through the Internet because​ face-to-face interaction just​ doesn't work as well.

B. Even though people can communicate through the​ Internet, face-to-face communication is still the most effective method.

It's highly likely that you and your best friend will be motivated by the same things. A. True B. False

B. False

Which of the following forms of business organizations has two or more owners who share business management and risk but also have unlimited personal​ liability? A. S corporation B. General partnership C. LLC D. C corporation E. LLP

B. General partnership

The CEO of a relatively small company needs to deliver some important information to employees about a proposed merger. He believes​ it's critical that everyone have the ability to communicate at the same time and in the same space so that he can address concerns and answer questions. Which of the following methods would be most​ appropriate? A. Voice mail B. Group meeting C. Memo D. Fax E. Postal mail

B. Group meeting

Which of the following characterizes a work team rather than a work​ group? A. One leader is clearly in charge. B. Leadership is shared. C. Work is decided upon by the group leader and delegated to individual group members. D. Members are accountable only to themselves. E. Work is done individually.

B. Leadership is shared.

How does making eye contact contribute to active​ listening? A. Making eye to intimidate the speaker. B. Making eye contact focuses your​ attention, reduces the likelihood that you will become​ distracted, and encourages the speaker. C. Making eye contact signals a solution to the​ speaker's problem. D. Making eye contact signals your wish to respond to the​ speaker's problem.

B. Making eye contact focuses your​ attention, reduces the likelihood that you will become​ distracted, and encourages the speaker.

When Lucinda interviewed a job candidate who was from​ Japan, she was disconcerted by his lack of eye​ contact, unaware that many Japanese are uncomfortable with direct eye contact. This demonstrates which barrier to effective​ communication? A. Selective perception B. National culture C. Information overload D. Filtering E. Faulty expression

B. National culture

Which of the following is NOT one of the six key elements of organizational​ design? A. Span of control B. Regulation C. Chain of command D. Departmentalization E. Formalization

B. Regulation

Which of the following is NOT true of sexual​ harassment? A. If managers​ don't know what makes employees​ uncomfortable, it's important to ask. B. The victim must be the person harassed. C. Sexual harassment is a global issue. D. Sexual harassment can occur between members of the same sex. E. Sexual harassment can include offensive remarks about a​ person's sex.

B. The victim must be the person harassed.

Which of the following defines high​ risk-seekers? A. They avoid making social change. B. They need to understand when to take risks and when to avoid them. C. They have little awareness of global issues and social concerns. D. They tend to emphasize the negative outcomes of risk. E. They opt for​ non-profit status.

B. They need to understand when to take risks and when to avoid them.

Marcus is very​ health-conscious and believes that smoking is harmful. When a coworker lights a cigarette after​ lunch, he asks her to put out the cigarette because he​ doesn't want to be exposed to​ second-hand smoke. This represents the​ ________ component of his attitude. A. perceptual B. behavioral C. social D. cognitive E. affective

B. behavioral

Attempts to identify​ ________ that separated leaders from​ non-leaders were the foundation of leadership trait theories. A. circumstances B. characteristics C. behaviors D. expectations E. situations

B. characteristics

Managers should do all of the following when downsizing EXCEPT​ ________. A. explain the impact of layoffs to others B. delay or prolong the process of informing those who are being let go C. focus on boosting morale D. make plans for empty office spaces E. provide counseling for remaining employees

B. delay or prolong the process of informing those who are being let go

The Gallup organization has conducted polls identifying large percentages of employees who are sleepwalking through their workday and are not passionate about their work. These employees are referred to as​ ________. A. tenured employees B. disengaged workers C. low performers D. the Silent Generation E. contingent workers

B. disengaged workers

Starting a new business in pursuit of an opportunity to introduce a new product or service to market through innovation is engaging in the process of​ ________. A. small business development B. entrepreneurship C. social responsibility D. sole proprietorship E. venture capitalism

B. entrepreneurship

Bao is confident​ that, if he puts in a few late nights at the​ library, he'll be able to complete his research paper on time. In terms of expectancy​ theory, this is an example of​ ________. A. equity B. expectancy C. a reinforcer D. instrumentality E. valence

B. expectancy

According to expectancy​ theory, an​ individual's motivation depends on three variables or​ relationships: ________. A. esteem, instrumentation, and valence B. expectancy, instrumentality, and valence C. esteem, locus of​ control, and valence D. expectancy, incentive, and valence E. instrumentality, self-esteem, and safety needs

B. expectancy, instrumentality, and valence

Employee theft is a major concern for companies. When a​ company's security team has meetings to talk about ways each branch office successfully reduced employee​ theft, this is a good example of​ ________ control. A. task-oriented B. feedback C. budget D. informational E. feedforward

B. feedback

Carol S.​ Collard, CaringWorks,​ Inc.'s president, describes how​ CaringWorks, Inc. operates and states that the​ "policy, decisions, and recommendations come from the ground up. They are deliberated by the senior management​ committee, and then we share that information with the board of​ directors." Based on information in the​ text, CaringWorks, Inc. is most likely an organization that has​ ________. A. a variety of hierarchical levels B. few hierarchial levels C. employees who remain at the same hierarchy level D. increasingly complex hierarchical levels E. free movement between various levels of hierarchy

B. few hierarchial levels

Pete was reluctant to reveal the business​ unit's dismal financial​ performance, so when he was asked to report in the operations​ review, he smiled and​ stated, "Given our initial high​ expectations, results have been somewhat less than​ anticipated." This is an example of​ ________. A. jargon B. filtering C. body language D. selective perception E. verbal intonation

B. filtering

The stage of group development that involves getting oriented and acquainted is referred to as the​ ________ stage. A. storming B. forming C. performing D. norming E. adjourning

B. forming

A​ small, private college groups employees together by the work​ specialty, such as academic​ affairs, financial​ aid, food​ service, and campus security. This college appears to have a​ ________ structure. A. network B. functional C. matrix D. divisional E. simple

B. functional

The managers at​ Rudi's Bakery put substantial emphasis on the​ __________________ of organizational​ behavior, such as​ ________________________. A. visible​ aspects; attitudes and group norms B. hidden​ aspects; attitudes C. hidden​ aspects; personality and technology D. visible​ aspects; policies and procedures E. hidden​ aspects; strategies and chain of command

B. hidden​ aspects; attitudes

Judging from the​ video, it would appear that​ Rudi's Bakery is looking for employees with what the chapter refers to as a​ ________________. A. high degree of judgment B. high degree of openness to experience C. high degree of negative emotional stability D. low degree of openness to experience E. high degree of agreeableness and conscientiousness

B. high degree of openness to experience

The primary difference between entrepreneurial ventures and small businesses is that entrepreneurial ventures​ ________. A. minimally impact industry B. innovate and pursue growth C. employ fewer than 100 employees D. are independently operated E. are independently owned

B. innovate and pursue growth

Yanagihara mentions that CH2MHill audits its time​ sheets; this involves​ ________. A. asking management how much time should be spent on each client B. keeping track of time spent on each​ client's project C. keeping track of​ management's requirements for billing D. asking clients how much time was spent solving their problem E. keeping track of each​ client's time requirements

B. keeping track of time spent on each​ client's project

Drew is distracted from the​ professor's lecture because his girlfriend keeps sending him text messages about their weekend plans. This is an example of​ ________ in the communication process. A. decoding B. noise C. the channel D. filtering E. feedback

B. noise

Active listeners pay attention to​ ________ A. how frequently the speaker arrived late to the meeting. B. nonverbal cues and what the speaker says C. nonverbal cues only. D. only what the speaker says.

B. nonverbal cues and what the speaker says

A textile mill has separate departments for​ spinning, weaving,​ dying, and printing. The outputs of one department become the inputs for the next department. This describes departmentalization based upon​ ________. A. product B. process C. geography D. division E. customer

B. process

The first step for an entrepreneur in successfully managing a downturn is​ ________. A. drafting severance packages B. recognizing that a crisis is brewing C. turning it around D. planning the layoff of employees E. controlling for continued growth

B. recognizing that a crisis is brewing

Comparing your list with others in your class tells​ you: A. who would be fun to work with. B. that people differ in terms of what they value. C. what type of manager​ they'll be. D. that​ you're right and​ they're not.

B. that people differ in terms of what they value.

The​ "boiled frog" phenomenon is best described as​ ________. A. the creation of an exit plan if the venture is at a high risk for failure B. the difficulty in recognizing subtly declining situations such as diminishing performance C. the need for controlling financial aspects of venture operations D. the need for crisis planning E. the ease in recognizing rapidly declining performance issues in an organization

B. the difficulty in recognizing subtly declining situations such as diminishing performance

Kurt Workman cites​ ________ as other important communication channels with​ employees, which this chapter describes as part of​ ________. A. social media and​ emails; the grapevine B. the intranet and​ emails; a networked system C. smartphones, emails, and​ blogs; a networked system D. instant messaging and​ emails; wireless capabilities E. ​emails, the​ intranet, and​ iPads; wireless capabilities

B. the intranet and​ emails; a networked system

The formal arrangement of jobs within an organization is known as​ ________. A. work specialization B. the organizational structure C. the chain of command D. decentralization E. staff authority

B. the organizational structure

UPS calculates that a driver will drive approximately 140 miles on an assigned route.​ However, recognizing that the driver may have to make changes due to​ traffic, road​ construction, or​ detours, mileage will not be flagged for further investigation if it is not less than 120 miles nor more than 160 miles. This is an example of​ ________. A. feedback control B. the range of variation C. benchmarking D. deviation disparity E. immediate corrective action

B. the range of variation

You are planting seeds in a vegetable garden. According to the instructions on the seed​ packet, the seeds should be placed​ 12" apart.​ However, you would be content if the seeds were within an inch of that measurement on either end​ (i.e., between​ 11" and​ 13" apart). This is an example of​ ________. A. basic corrective action B. the range of variation C. a feedforward control D. benchmarking E. deviation disparity

B. the range of variation

Jason tries to avoid conflict at all costs. He is very uncomfortable when any hint of conflict emerges and is convinced that conflict is destructive and caustic and diverts the​ group's attention from the task at hand. It would appear that Jason has​ a(n) ________ view of conflict. A. consequential B. traditional C. utilitarian D. human relations E. interactionist

B. traditional

Communication is the transfer and​ ________ of meaning. A. decoding B. understanding C. encoding D. retranslation E. inference

B. understanding

John​ Scully, former CEO of​ Apple, has​ said, "The future belongs to those who see possibilities before they become​ obvious." This quote would BEST describe​ ________ leadership. A. laissez faire B. visionary C. transactional D. autocratic E. ​achievement-oriented

B. visionary

Which performance appraisal method solicits performance feedback from multiple persons with whom the employee interacts on a regular​ basis, such as​ peers, subordinates,​ customers, and​ supervisors? A. Multi-person comparison B. ​360-degree appraisal C. Critical incident D. BARS E. MBO

B. ​360-degree appraisal

Workplace misbehavior can be categorized in which of the following four​ ways? A. Aggression, misdemeanors,​ felonies, and violence B. ​Deviance, aggression, antisocial​ behavior, and violence C. Turnover, absenteeism,​ aggression, and violence D. Citizenship​ behavior, turnover,​ deviance, and violence E. Absenteeism, aggression,​ defiance, and turnover

B. ​Deviance, aggression, antisocial​ behavior, and violence

The three approaches to control are​ ________. A. oral, written, and final B. ​feedforward, concurrent, and feedback C. anticipatory, active, and reactive D. primary, secondary, and tertiary E. forward, current, and backwards

B. ​feedforward, concurrent, and feedback

3 Performance Appraisal Methods

BARS MBO Graphic Rating Scale

Self Actualization

Become what you are capable of becoming

Training

Begins once HR sets training objectives

Reinforcement

Behavior is a function of its consequences

Groupthink

Behaviors that support conformity and team harmony at the expense of other team priorities.

John Rawls' A Theory of Justice

Believed justice principles were beliefs that everyone could accept John Rawls •• Examined how individuals would formulate principles if they were uncertain about their future position in society In John Rawls' A Theory of Justice, he argues for a concept he calls "Justice as Fairness (1972)." This is an account of what justice requires by developing a theory about fair terms of social cooperation.

Polycentric Attitude

Best practices are those of the host country

A leader is defined as someone who​ ________. A. seldom is the one who makes things happen B. is always formally designated by the organization to exert influence C. can influence others and who has managerial authority D. has definitive behaviors that are effective across all situations E. is not needed in all organizations

C. can influence others and who has managerial authority

Attitudes are composed of three​ components: ________,​ affect, and behavior. A. perceptions B. consensus C. cognition D. emotions E. feelings

C. cognition

Sheila believes that people​ shouldn't talk on cell phones in restaurants. This represents the​ ________ component of her attitude. A. emotional B. social C. cognitive D. behavioral E. affective

C. cognitive

When trying to decide if a​ person's actions are due to internal or external​ factors, we try to determine how often the person has acted in this particular manner. This describes the​ ________ factor of attribution. A. consent B. consensus C. consistency D. distinctiveness E. continuity

C. consistency

Mark​ Schurman, Corporate Communications Director at Herman​ Miller, describes a team designed as a cross section of the organization to allow the right resources to be together in a specific time and place to work together to succeed at whatever that ambition is. This also illustrates what the chapter refers to as a​ ________ team. A. virtual B. norming stage C. cross-functional D. relationship conflict E. global, interdependent

C. cross-functional

A job​ ________ describes the​ content, environment, and conditions of​ employment, whereas a job​ ________ states the minimum qualifications a person must possess to successfully perform the job. A. specification; description B. specification; analysis C. description; specification D. analysis; specification E. analysis; description

C. description; specification

Regni states that Elm City Market lacks a national headquarters with a huge support staff of​ IT, finance, and marketing​ specialists, so local Elm City Market managers and staff take on all those responsibilities themselves. Elm City Market is definitely NOT​ a(n) ________. A. decentralized structure B. organic structure C. divisional structure D. structure approved of by the Elm City Market board E. structure adapted to Elm City​ Market's situation

C. divisional structure

Which of the following laws protects​ workers, their​ families, and communities by requiring most employers with 100 or more employees to provide notification 60 calendar days in advance of plant closings and mass​ layoffs? A. Consolidated Omnibus Reconciliation Act B. Title VII of the Civil Rights Act C. Worker Adjustment and Retraining Notification Act D. Vocational Rehabilitation Act E. Occupational Safety and Health Act

C. Worker Adjustment and Retraining Notification Act

The number of items​ (factors) in the​ "what motivates​ you" list​ is: A. 15 B. 8 C. 12 D. 10

C. 12

Martina's performance appraisal​ isn't based solely on her​ boss's opinion. Feedback is solicited from several of her​ coworkers, colleagues in other departments with whom she interacts on a regular​ basis, and even her subordinates. What performance appraisal method does​ Martina's company​ use? A. Critical incident B. MBO C. 360-degree appraisal D. Multiperson comparison E. BARS

C. 360-degree appraisal

________ are evaluative statements concerning​ objects, people, or events that reflect how an individual feels about something. A. Emotions B. Norms C. Attitudes D. Perceptions E. Principles

C. Attitudes

Which of the following is NOT part of being a skilled​ negotiator? A. Assess your own goals and the other​ party's goals. B. Do your homework. C. Begin with a negative proposal. D. Address​ problems, not personalities.

C. Begin with a negative proposal.

According to​ Shiloe, what is the best way to reach common ground with someone when negotiating​ pay? A. State the minimum amount you will accept B. Tell them you have another offer C. Build rapport D. Ask for their best offer

C. Build rapport

Which of the following forms of business ownership does not encounter a tax treatment that involves​ income/losses passing through the​ owner(s)/partners and taxed at a personal​ rate? A. Sole proprietorship B. S corporation C. C corporation D. General partnership E. LLC

C. C corporation

A research study examined the relationship between the personality dimensions identified by the Big Five Model and five occupational​ categories: professionals,​ police, managers,​ salespeople, and​ semiskilled/skilled employees. Which factor predicted job performance across all occupational​ groups? A. Extraversion B. Agreeableness C. Conscientiousness D. Openness to experience E. Emotional stability

C. Conscientiousness

Which of the following is NOT one of the ways Shiloe provided for building rapport with an​ interviewer? A. Inquire about where the interviewer attended college B. Ask questions about the company C. Determine how much the starting pay is D. Find out how the interviewer attained his or her job

C. Determine how much the starting pay is

Of the following methods of​ communication, which has the highest​ confidentiality? A. Teleconference B. Publication C. Face-to-face D. Bulletin board E. Videotapes

C. Face-to-face

Assume you are interviewing for a job. The offer is​ $35 per​ hour, but you want​ $40 per hour. Which of the following would Shiloe say is an inappropriate statement to request the higher​ pay? A. I researched other companies and they are paying​ $40 per hour. B. ​I'm currently making​ $39 per hour. C. I really need to get​ $40 per hour because I have three kids. D. Based on my​ experience, education, and what I bring to the​ table, plus my excitement for this​ job, is there any way you can get the pay closer to​ $40 per​ hour?

C. I really need to get​ $40 per hour because I have three kids.

Nicoh Corporation is in the early stages of developing a​ pay-for-performance program. On which of the following factors should the firm base rewards in order for employees to achieve maximum​ motivation? A. Cost of living increases B. Job title C. Individual productivity D. Length of the​ employee's tenure with the company E. Seniority

C. Individual productivity

The market environment of the Elm City Market is not simple and​ stable, but rather complex and slightly uncertain. Which of the following would be an ineffective structure for Elm City​ Market? A. Formalized structure B. Organic structure C. Mechanistic structure D. Unity of command structure E. Span of control structure

C. Mechanistic structure

​________ communication consists of messages sent outside of the written or spoken word. A. Lateral B. Informal C. Nonverbal D. Diagonal E. Downward

C. Nonverbal

Which activity is a check on whether you are listening​ carefully? A. Offering a solution before the speaker has finished talking. B. Asking the speaker to find a solution even though several alternatives failed. C. Paraphrasing what the speaker has told you. D. Ending the meeting without discussion.

C. Paraphrasing what the speaker has told you.

Which of the following employee benefits would LEAST likely be considered a​ family-friendly benefit? A. Flextime B. Telecommuting C. Pension plan D. Job sharing E. Subsidized child care

C. Pension plan

Which activity within the HRM process involves retaining competent and​ high-performing employees? A. Selection B. Human resource planning C. Performance management D. Orientation E. Training

C. Performance management

________ teams are nearly autonomous and responsible for many managerial activities. A. Proactive B. Supervisory C. Self-directed D. Cross-functional E. Empowered

C. Self-directed

When the interviewer cannot budge on the starting​ pay, Shiloe gave several examples of other items you might ask for. Which of the following is NOT one of the examples Shiloe​ provided? A. Permit pets to join you at work B. Flexible work schedule C. Switch to​ commission-based pay D. Paid time off

C. Switch to​ commission-based pay

According to​ Herzberg's two-factor​ theory, which of the following would be considered a​ motivator? A. Status B. Supervision C. The work itself D. Salary E. Relationship with supervisor

C. The work itself

Doug​ Radi, Rudi's​ Bakery's Vice President of​ Marketing, stated that​ Rudi's Bakery has​ "ongoing discussions about where they are going as a company and a team and what each​ person's role is in contributing to​ that." Radi said that the company works to identify the​ "development block to put with each​ employee's career that meets both the employees and the​ company's objectives." This example demonstrates​ Rudi's Bakery's is concerned with​ ________________. of an employee who is​ "afraid to come to a supervisor with a​ question" or who​ "looks at their own feet when they talk to​ you" may lack what the chapter calls​ _________________________. A. cognitive dissonance B. affective component C. employee engagement D. organizational commitment E. consistency

C. employee engagement

The element of motivation that is a measure of an​ individual's drive,​ intensity, and vigor to attain a goal is referred to as​ ________. A. motivators B. direction C. energy D. persistence E. tenacity

C. energy

According to​ Maslow's hierarchy of needs​ theory, lower-order needs are predominantly satisfied​ ________, whereas​ higher-order needs are satisfied​ ________. A. internally; externally B. autonomously; autocratically C. externally; internally D. through interaction with​ others; independently E. independently; through interactions with others

C. externally; internally

Employee theft of office supplies is often highest the month before the beginning of the school year. If a company anticipates the potential of increased office supplies theft and decreases the office​ supplies' level throughout the month of​ August, this would be an example of​ ________ control. A. financial B. customer C. feedforward D. concurrent E. feedback

C. feedforward

Every​ month, senior managers at Acme Bicycle hold an informational meeting with employees at all levels within the organization. They share copies of financial statements with the employees and encourage them to share the data with other employees and use it in their daily work. To help employees better understand the​ data, the accounting manager holds an informal​ brown-bag lunch training session every week in which a few items from the financial statements are explained​ in-depth. This illustrates the motivational approach known as​ ________. A. expectancy theory B. reinforcement theory C. open-book management D. the job characteristics model E. goal-setting theory

C. open-book management

The field of study devoted to​ understanding, predicting, and influencing the behavior of groups and individuals within organizations is known as​ ________. A. organizational citizenship behavior B. industrial psychology C. organizational behavior D. human resources management E. emotional intelligence

C. organizational behavior

The challenge of finding capital and people and strengthening the organizational culture is addressed by entrepreneurs when they are​ ________. A. controlling for growth B. planning for growth C. organizing for growth D. harvesting growth E. maintaining growth

C. organizing for growth

Productivity is defined as the formula of​ ________ divided by inputs for a specified period of time. A. labor B. sales C. outputs D. revenue E. assets

C. outputs

A​ person's ________​ is/are the unique combination of​ emotional, thought, and behavioral patterns that affect how he or she reacts to situations and interacts with others. A. resilience B. attitude C. personality D. emotions E. aptitudes

C. personality

Consequences that immediately follow a behavior and increase the probability that the behavior will be repeated are referred to as​ ________. A. hygiene factors B. energizers C. reinforcers D. motivators E. referents

C. reinforcers

Leslie burst into her​ manager's office and​ complained, "I just​ can't work with​ Ciera! She's rude and​ opinionated, and​ I'm sick of her complaining about how much work she has to​ do." This is an example of​ ________ conflict. A. process B. task C. relationship D. functional E. procedural

C. relationship

Learning through a combination of observation and direct experience is best known as​ ________. A. shaping behavior B. Machiavellianism C. social learning theory D. operant conditioning E. self-monitoring

C. social learning theory

Yanagihara states in the video that​ CH2MHill's time sheet auditing system acts as a control process and ensures compliance with​ ________. A. management rules and the marketing​ department's requests B. federal regulations and management rules C. state and federal regulations and client needs D. state regulations and management requirements E. the accounting​ department's rules and management dictates

C. state and federal regulations and client needs

The college formed a group of faculty​ members, current and former​ students, area​ employers, and community leaders to study student retention and completion rates and identify strategies for increasing graduation rates for students. This group is an example of​ a(n) ________. A. problem-solving team B. informal group C. task group D. virtual team E. cross-functional team

C. task group

The two primary factors affecting an​ entrepreneur's choice of legal ownership for a venture are​ ________ and​ ________. A. choice of​ partner; legal liability B. legal​ liability; personal control C. taxes; legal liability D. stock​ price; taxes E. personal​ control; taxes

C. taxes; legal liability

Jon easily passed the first test in his management​ class, which he attributed to his innate intelligence. When he failed the second​ test, he blamed it on a poorly written test. This is an example of​ ________. A. assumed similarity B. the fundamental attribution error C. the​ self-serving bias D. the recency effect E. the halo effect

C. the​ self-serving bias

Tayler believes that you should solve problems and make decisions based on facts and​ logic, not on emotions or other subjective factors. According to the​ MBTI, Tayler would likely have​ a(n) ________ orientation. A. perceiving B. introversion C. thinking D. intuition E. feeling

C. thinking

Which of the following is NOT one of the traits McClelland determined are present in all people? a.) the need for achievement b.) the need for affiliation c.) the need for actualization d.) the need for power

C.) the need for actualization

Economic Systems

Capitalist Views: • Adam Smith: • 19th century philosopher • Provided the idea of laissez-faire (free market) • Market has it's own checks and balances and will self- regulate • Ethical people must guide business John Maynard Keynes: • Father of second incarnation of capitalism (1930s- 1940s) • Believed that the state can stimulate economic growth and improve stability in the private sector through government policies and regulation Milton Friedman: • Represents the most recent form of capitalism • Self-regulating free market capitalism espoused by Smith • Believed that de-regulation could reach equilibrium without government intervention; called for widespread deregulation • Both Friedman and Keynes believed: • Rational preferences among outcomes that can be associated with value • Individuals seek to maximize utility/firms to maximize profits •Socialism: Economic system where wealth and power are shared and distributed evenly based on the amount of work expended in production (Karl Marx) • Social Democracy: Allows private ownership of property (1940s) • Features a large government that offers education and health care services to its citizens Bi-Modal Wealth Distribution is prevalent in most economies • Middle class shrinkage

8 Elements of Innovative Culture

Challenge/Involvement Freedom Trust Idea Time Humor Conflict Resolution Debates Risk Taking

Structural Change

Changing an organization's structural components

People Change

Changing attitudes, expectations, perceptions, etc.

Effort

Channeled in the proper direction

4 Views of Social Responsibility/Ethics

Classical Moral Rights Utilitarian/Consequential Theory of Justice/Legal

Codes of Conduct

Codes of Conduct refer to formal statements that describe what an organization expects of its employees. • Code of Ethics: Comprehensive set of general statements which serve as principles and as the basis for rules of conduct. • Statement of Values: Serves the general public and addresses distinct groups such as stakeholders. • Values - Trustworthiness, respect, responsibility, fairness, caring, and citizenship

Leadership Styles

Coercive - demands obedience, focuses on achievement Authoritative - inspires employees to follow a vision, creates positive performance climate Affiliative - values people and their emotions, relies on friendship and flexibility Democratic - relies on participation and teamwork Pacesetting - sets extremely high, usually unreachable standards Coaching - builds a positive climate

Leader-Follower Relationships

Communication is essential for leader-follower congruence. • Leader-Follower Congruence: When leaders and followers share the same vision, ethical expectations, and objectives for the company • Helps leaders avoid social isolation • Mutually beneficial relationships can be created by listening, giving respect, and providing feedback to the employees.

executive compensation

Compensation paid to top executives of the company Ratio between the salaries of the highest-paid executives and the median employee wage should be as low as possible

Opportunity

Conditions in an organization that limit or permit ethical or unethical behavior • Results from conditions that either provide rewards for ethical behavior or fail to erect barriers against unethical behavior Relates to an individual's immediate job context Unethical behavior can be eliminated by formal codes, rules, and policies • Gained by individuals through exposure to company information

Utilitarian/Consequential View of Ethics

Consequential based; whichever decision causes the greatest good for the greatest amount of people

What do great leaders do?

Consideration Initiating structure Transactional leadership Transformational leadership Authentic leadership Servant leadership

Teleology/Consequentialism

Considers an act as morally right or acceptable if it produces the desired result or consequence "Teleology" - Greek word for end or purpose Called "Consequentialism" today

reward power

Control over resourced or rewards

Manager

Coordinates and oversees work of others to accomplish goals

Organizational Factors

Corporate Culture • Values and methods for solving problems that employees share within the organization Ethical Culture • Corporate policies on ethics, management's leadership style, influence of co-workers, opportunity for unethical behavior Significant Others • Those who have influence in a work group, managers, peers, etc. Obedience to authority

Relationship between Sustainability, Ethical Decision Making, and Social Responsibility

Corporate culture should include a sustainability agenda or a corporate social responsibility (CSR) report that creates favorable stakeholder responses • CSR increases employees' company identification and commitment to sustainability • For example, firms may use sustainable business practices to demonstrate their social commitment through activities such as recycling and using alternative energy sources

Responsibility of the Corporation to Stakeholders

Corporations are viewed as moral agents that are accountable to stakeholders. Coverage of specific issues in the media about a firm adds to its reputation as a moral agent. Corporations are created in society to perform specific social functions and are accountable to society for their actions.

Thad has always been a​ hard-charger when it comes to his career.​ He's the first one in the office every morning and the last one to​ leave, and​ it's important to him to excel in everything he does. According to​ McClelland, Thad would appear to have a high need for​ ________. A. power B. self-actualization C. affiliation D. achievement E. esteem

D. achievement

If a manager catches an employee while on a​ two-hour lunch break and requests that the employee return to​ work, this would be an example of​ ________ control. A. feedback B. customer C. feedforward D. concurrent E. financial

D. concurrent

The aspect of attribution in which we determine if the behavior exhibited by a person is unusual is referred to as​ ________. A. consent B. continuity C. consensus D. distinctiveness E. consistency

D. distinctiveness

Adding tasks to an existing job is referred to as job​ ________. A. enrichment B. rotation C. depth D. enlargement E. empowerment

D. enlargement

A group formed by people seeking friendship or pursuing common interests that has no official leader or specific organizational goals is referred to as​ a(n) ________. A. self-managed team B. ​cross-functional team C. formal group D. informal group E. command group

D. informal group

Managers need to learn how to negotiate in order​ to: A. manipulate​ employees, bosses,​ colleagues, suppliers, and customers. B. always get what they need. C. be a better communicator. D. maximize outcomes.

D. maximize outcomes.

________ leaders guide followers to accomplish established​ goals, whereas​ ________ leaders inspire followers to accomplish exceptional outcomes. A. Visionary; transformational B. Visionary; transactional C. Charismatic; transformational D. Transactional; transformational E. Transformational; transactional

D. Transactional; transformational

The behavior shaping method of rewarding a response by eliminating or withdrawing something unpleasant is referred to as​ ________. A. retribution B. extinction C. punishment D. negative reinforcement E. positive reinforcement

D. negative reinforcement

How can a person working from a distance take responsibility for staying connected when working from a​ distance? A. Speak up during teleconferences with the manager or team so others know​ you're taking an active part. B. Ask questions during teleconferences so others know​ you're actively involved. C. Be proactive and volunteer for work​ assignments, committee​ work, etc. D. All of the above.

D. All of the above.

LaToya has developed a progressive form of hearing loss. To ensure that she is still able to perform the essential functions of her​ job, her employer was required to make a reasonable accommodation and equip her office telephone with a specialized headset. Which law or ruling is most applicable to this​ scenario? A. Worker Adjustment and Retraining Notification Act B. Patient Protection and Affordable Care Act C. Occupational Safety and Health Act D. Americans with Disabilities Act E. Vocational Rehabilitation Act

D. Americans with Disabilities Act

Which conflict management style is characterized by a low degree of cooperativeness but a high degree of​ assertiveness? A. Compromising B. Collaborating C. Avoiding D. Forcing E. Accommodating

D. Forcing

Which of the following was the primary focus of leadership behavior​ theories? A. The match between the​ leader's style and the amount of situational control B. The creation of​ in-groups and​ out-groups by the leader C. Characteristics possessed by effective leaders D. How leaders interacted with their subordinates E. The impact of​ followers' readiness

D. How leaders interacted with their subordinates

When he joined the accounting​ department, Mark spent two weeks learning the payroll system in the organization. He then was assigned to the accounts payable department for a few​ weeks, and finally to the accounts receivable department so he would have a solid base of knowledge in all of the accounting functions in the company. What term best describes​ Mark's activities? A. Organizational orientation B. Mentoring and coaching C. Work unit orientation D. Job rotation E. Apprenticeship

D. Job rotation

One of the things that Alexis enjoys about her job is that no two days are the same. Every​ day, she encounters new situations that require her to utilize different abilities and talents. Which element of the job characteristics model does this​ illustrate? A. Task significance B. Autonomy C. Task identity D. Skill variety E. Feedback

D. Skill variety

Which of the following is considered a challenge that telecommuting employees​ face? A. Having the flexibility to work during​ non-traditional work hours. B. Using​ technology, such as instant​ messaging, that allows them to stay connected. C. Finding the right computer equipment. D. Staying focused and motivated.

D. Staying focused and motivated.

The measure of how appropriate organizational goals are and how well those goals are being met is referred to as​ ________. A. performance B. a balanced scorecard approach C. organizational performance D. organizational effectiveness E. productivity

D. organizational effectiveness

Jolene owns her own marketing design consulting business. There are only five​ employees, so the organization has a flat​ hierarchy, and Jolene retains full authority.​ Jolene's company would best be described as a​ ________ structure. A. divisional B. functional C. network D. simple E. matrix

D. simple

Organizational Structure

Decentralized organization • Decision-making authority is delegated down the chain of command • Has fewer internal controls and uses shared values for their ethical standards • Ambiguity in following a rule versus the spirit of rules creates ethical challenges Centralized organization •Decision-making authority is concentrated in the top-level management Codes of ethics specify the techniques used for decision making by management Distance between managers and decision-makers may lead to unethical acts

Skill Variety

Degree to which a job requires a variety of activities to use a number of different skills

Locus of Control

Degree to which people believe they are masters of their own fate

According to which job satisfaction model are college graduates bound to experience job dissatisfaction when their new positions fail to meet their high hopes?

Discrepancy model

What are some advantages associated with working in teams?

Diverse thought Usually higher quality ideas More creative solutions Gain friendships Potentially a positive social experience Gain skills on how to work with others Potential for process gains (synergy)

Marcus is very​ health-conscious and believes that smoking is harmful. He becomes upset when a coworker lights a cigarette after their lunch together. This represents the​ ________ component of his attitude. A. behavioral B. social C. perceptual D. cognitive E. affective

E. affective

Wade is the kind of manager who has always been concerned not only with​ numbers, but also with people. He feels that a happy work crew is a productive work crew. According to the Ohio State​ studies, Wade would be high in​ ________. A. production-oriented behavior B. laissez-faire leadership C. initiating structure D. employee-oriented behavior E. consideration behavior

E. consideration behavior

Scott Yanagihara mentions that CH2MHill works ahead of time to get all relevant permits so that work can proceed in a timely manner. This best exemplifies​ ________. A. feedback control B. management by walking around C. concurrent control D. financial control E. feedforward control

E. feedforward control

In comparison to large​ firms, small firms​ ________. A. create far fewer jobs B. produce significantly fewer patents per employee C. are approximately equal in patents generated D. employ more than half of the US workforce E. generate nearly three times the number of patents per research and development dollar spent

E. generate nearly three times the number of patents per research and development dollar spent

As the organizational structure of Elm City Market is described in the​ video, it could best be labeled as​ a(n) ________ structure. A. unity of command B. span of control C. mechanistic D. formalized E. organic

E. organic

According to situational leadership theory​ (SLT), the optimal combination of task and relationship behaviors depends on the​ ________ of followers to accomplish a specific task. A. aptitude B. training C. motivation D. experience E. readiness

E. readiness

emotions and emotional intelligence

Emotions can affect how people express themselves and can also cloud their interpretation of information they receive from other

Effective Ethics Program

Ensures employees understand ethical values and comply with the policies and codes of conduct Helps avoid legal problems Developed as an organizational control system to help predict employee behavior

Environmental Legislations for Sustainability

Environmental Protection Agency (EPA) • Created to coordinate environmental agencies involved in: • Conducting environmental research • Providing assistance in fighting pollution • Enforcing the nation's environmental laws

U.S. Laws Promoting Equity and Safety

Equal Pay Act of 1963 • Equal Pay Act of 1963 (amended) • Title VII of the Civil Rights Act of 1964 (amended in 1972) • Age Discrimination in Employment Act, 1967 • Occupational Safety and Health Act, 1970 • Title IX of Education Amendments of 1972 • Vocational Rehabilitation Act, 1973 • Vietnam Era Veterans Readjustment Act, 1974 • Pension Reform Act, 1974 • Equal Credit Opportunity Act, 1974 • Age Discrimination Act, 1975 • Pregnancy Discrimination Act, 1978 • Immigration Reform and Control Act, 1986 • Americans with Disabilities Act, 1990 • Civil Rights Act, 1991

Business Ethics - Intentions, Behaviors, and Evaluations

Ethical dilemmas occur when rules governing decisions are vague or in conflict There are no substitutes for critical thinking and the ability to take responsibility for one's decisions The ethical decision making process includes individuals' intentions, as well as their reasoning and final decision • Organizational culture impacts recognition and judgement

Ethical Leaders and Employee Empowerment

Ethical leaders should empower employees to: • Make ethical decisions • Be responsible for their conduct Employee empowerment is essential to create a values-based organizational culture • Values-based culture encourages employees to express concerns, bring up ethical issues, and resolve conflicts

The Cover Model

First, I Ask Some questions to COVER my bases. • F - Facts • I - Issues • A - Alternatives • S - Stakeholders C - Codes • Legal aspects, codes of ethics • O - Outcomes • Consequential Theory • V - Values • Philosophical theories • E - Editorial • Intuitionism, how you feel Rules Use as an information gathering model • Do not use this model to justify your current beliefs • Do not select an alternative too early in the process • Only eliminate alternatives early that are illegal or substantially unsuitable Due Diligence: • 1.) Determine the Facts • Even those facts you don't know yet • 2.) Identify the ethical Issues • 3.) Consider Alternatives • Brainstorm • 4.) Identify Stakeholders • Prioritize stakeholders

Global Ethics Issues

Global Ethical Risks • Corruption, variations in international regulations, and supply chain issues Bribery • US Foreign Corrupt Practices Act, UK Bribery Act Antitrust Activity • Sherman Anti-Trust Act (1890) • Vertical System: System where a business channel member has control of the entire business system, via ownership or contract, or through its purchasing ability • Internet security and privacy Human Rights: • UN Declaration of Human Rights • Health care • Child Labor • Labor and the right to work • Gender pay inequality • Right to join trade unions • Compensation • Living wage • Executive compensation • Consumerism • Consumers NOT corporations should dictate the economic structure of society • Consumer choices are straining the environment • Made-to-Break items increasingly difficult to accept

Green Marketing and Greenwashing

Green Marketing: Using stakeholder assessment to create long-term relationships with customers while maintaining, supporting, and enhancing the natural environment Greenwashing: Misleading a consumer into thinking that a good or service is more environmentally friendly than it is in reality

Authentic Leadership

Grouping of leader behaviors that allows the leader to be genuine and authentic (true) •Self-awareness - aware of personal traits, feelings, and behaviors and how those affect themselves and others •Relational transparency - they present their authentic self at all times •Internalized moral perspective - possesses internal moral standards and values versus group, organizational, and societal pressures •Balanced processing - show that they objectively analyze all relevant data before coming to a decision

ISO 19600 and the Open Compliance Ethics Group

ISO 19600 • Published by the International Organization for Standardization to provide international guidelines for compliance management Open Compliance Ethics Group (OCEG) • Focuses on nonfinancial compliance and qualitative elements of internal controls

Immanuel Kant

Immanuel Kant (1785) • Categorical Imperative • "Act as if the maxim of thy action were to become by thy will a universal law of nature." • Universalize the act to determine your solution. • Rule analysis in the COVER Model. • If the act is not suitable as a universal principle, it is probably not ethical. Kant suggests that there is a distinction between what is good merely as a means to an end, and what is intrinsically good, or good in and of itself. • Health, well-being, happiness do not guarantee their possessor is a moral person. • Why? Discuss... Only if we act "without any inclination, from the sake of duty alone..." do we have moral worth. •If the act is not suitable as a universal principle, it is probably not ethical. Kant suggests that there is a distinction between what is good merely as a means to an end, and what is intrinsically good, or good in and of itself. • Health, well-being, happiness do not guarantee their possessor is a moral person. • Why? Discuss... Only if we act "without any inclination, from the sake of duty alone..." do we have moral worth.

Effective Leaders Need To Have

In order for leaders to most effectively lead their followers to goal achievement, they must develop positive relationships with their followers

Global Culture, Values, and Practices

Individuals encounter cultures that may diverge from their own National Culture when they engage in international business. Hofstede's Cultural Dimensions may impact the business environment: • Individualism/Collectivism - how self-orientated individuals are in their behaviour • Power Distance - power inequality between superiors and subordinates • Uncertainty Avoidance - how members of society refer to uncertainty; risk aversion, etc. • Masculinity/Femininity - general and specific • Self-Reference Criterion: Unconscious reference to one's own cultural values, experiences, and knowledge Cultural Relativism: Idea that morality varies from one culture to another Global Common Values are shared across most cultures: • Integrity, family and community unity, equality, honesty, fairness, unselfishness, etc. • Help form better relationships with individuals and organizations • NOT: ignorance, pride, egoism, selfish desires, deceit, lying, slander, etc.

Kohlberg's Model of Cognitive Moral Development (CMD) - Levels of Ethical Concern

Level 1 - Individual is concerned with his or her own immediate interests Level 2 - Individual equates right with conformity to the expectations of good behavior of the larger society Level 3 - Individual overlooks the norms, laws, and authority of groups or individuals

Bounded rationality

Limited by an individual's ability to process information

Self-Monitoring

Measures the ability to adjust behavior to external situational factors

Full range of leadership

Most effective to least effective •Idealized Influence •Inspirational Motivation •Intellectual Stimulation •Individual Consideration •Contingent Rewards (Transactional Leadership) •Management by Exception - Active •Management by Exception - Passive •Laissez-Faire

Institutions as the Foundation for Normative Values

Organizations operate based on institutional norms and rules • Organizations face normative pressures from different institutions to act in a way prescribed by the institution Normative business ethics considers the political realities outside the legal realm as industry standards

5 Steps to Setting Goals

Review mission/purpose Evaluate Resources Determine Goals Write and Communicate Goals Review Results

Referent Power

Person's resources, personality traits

Maslow's 5 Hierarchy of Needs

Physiological Safety Social Esteem Self Actualization

4 Functions of Management

Planning, Organizing, Leading, Controlling

Role of Power in Shaping Corporate Culture

Power - the influence leaders and managers have over the behavior and decisions of their subordinates • Power Bases: • Reward Power - offers something desirable • Coercive Power - threatens punishment • Legitimate Power - I have the right to exert my influence • Expert Power - derived from the person's knowledge and experience • Referent Power - similar goals, so I press you to act in both of our best interests

Civil Rights Act Title VII

Prohibits discrimination based on race, color, religion, origin, and gender

Moral Rights View of Ethics

Protect the rights of people

Valid

Proven relationship

Dodd-Frank Wall Street Reform and Consumer Protection Act

Provisions • Created new financial agencies • Office of Financial Research • Financial Stability Oversight Council (FSOC) • Consumer Financial Protection Bureau (CFPB) • Instituted a whistle-blower bounty program

Multinational Corporations (MNCs)

Public companies that operate on a global scale and are not limited to any one nation or region • Criticisms: • Misusing and misallocating scarce resources • Exploiting labor markets of the host country • Issues of unfair competition • Failing to carry an appropriate share of the cost of social development Many companies now support Business for Social Responsibility (BSR), which: • Tracks emerging issues and trends • Provides information on corporate leadership and best practices • Conducts educational workshops and training • Assists organizations in developing practical business ethics tools • Although, membership is no guarantee of ethical behavior

Graphic Rating Scale

Quick, most popular method evaluates on behaviors, traits or other performance factors; 1-5 scale

Sexual Harassment

Quid Pro Quo; this for that

Programmed Decision

Repetitive with a routine approach

"The Veil of Ignorance"

Requiring that our choice of justice system be made from behind the "Veil of Ignorance," is a way of ensuring that we make our decisions impartial and fair. For example, if I am a white female, I might prefer arrangements that favor white females over other ethnicities or genders. Rawls' Original Position is a hypothetical situation in which individuals choose the standards of justice for their society based upon a hypothetical contract. Rawls proposes that we make this decision behind a "Veil of Ignorance," which keeps us from knowing our class, gender, race, religion, etc. Rawls then argues that his two principles of justice would be the only ones selected under the "Veil of • • Ignorance."

board of directors

Responsible for the ethics of a firm's actions • Have a Fiduciary Duty • Due Diligence • Loyalty Assume ultimate authority for their organization's effectiveness and subsequent performance Governed by the amendments of the Federal Sentencing Guidelines for Organizations (FSGO)

Legitimate Power

Result of the position

Benchmarking

Search of best practices among competitors

Safety Needs

Security and protection

Collaborating

Seeking solution for all parties

models of corporate governance

Shareholder Model • Goal - Maximize wealth for investors and owners • Focuses on developing and improving the formal system for maintaining performance accountability between top management and shareholders Stakeholder Model • Company is answerable to its stakeholders • Promotes stakeholder welfare along with corporate needs and interests

laws regulating competition

Sherman Antitrust Act, 1890 • Clayton Act, 1914 • Federal Trade Commission Act, 1914 • Antitrust Improvements Act, 1976 • Foreign Corrupt Practices Act, 1977 • Trademark Counterfeiting Act, 1980 • Trademark Law Revision Act, 1988 • Robinson-Patman Act, 1936 • Wheeler-Lea Act, 1938 • Lanham Act, 1946 • Celler-Kefauver Act, 1950 • Consumer Goods Pricing Act, 1975 • FTC Improvement Act, 1975 Antitrust Improvements Act, 1976 • Foreign Corrupt Practices Act, 1977 • Trademark Counterfeiting Act, 1980 • Trademark Law Revision Act, 1988 • Federal Trademark Dilution Act, • Digital Millennium Copyright Act, 1998 • Controlling the Assault of Non- Solicited Pornography and Marketing Act (CAN-SPAM), 2003 • Fraud Enforcement and Recovery Act, 2009

3 Traditional Organizational Designs/Structures

Simple Functional Divisional

5 Characterics of JCM

Skill Variety Task Identity Task Significance Autonomy Feedback

Leader

Someone who can influence others and who has managerial authority

Milton Friedman's view

Stakeholders do not have any role in requiring businesses to demonstrate responsible and ethical behavior

3 Types of Organizational Change

Structure, Technology, People

7 Decision Making Conditions

Structured Programmed Procedure Certainty Risk Uncertainty Heuristics

Autonomy

Substantial freedom, independence, and discretion to an individual

Task Significance

Substantial impact on the lives and work of others

Survey Feedback

Survey info from feedback groups

Closed system

Systems that are not influenced by and don't interact with the environment

Open system

Systems that interact with the environment

Social Loafing

Team members start to feel less accountable for team outcomes relative to independent work that results in individuality identifiable outcomes some students on the team come to depend on a student who is particularly motivated and knowledgeable.

Interpersonal Processes

Teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members Motivating and confidence building Affect management Conflict management

Personal Bias

Tendency toward a perspective/ideology

Ethics Audit

The Ethics Audit is a systematic evaluation of an organization's ethics program and performance to determine effectiveness. The Social Audit - Assessing and reporting on a business's performance in fulfilling the economic, legal, ethical, and philanthropic responsibilities expected of it by its stakeholders.

information richness

The amount and depth of information that is transmitted in a message.

Totaling satisfaction scores with each of several job component elements to determine a worker's overall job satisfaction is known as __________.

The facet model

Preparation

The first stage of the negotiation process, during which each party determines its goals for the negotiation.

Closing and commitment

The fourth and final stage of the negotiation process, during which the agreement arrived at during bargaining gets formalized.

"Justice as Fairness"

The primary idea of Rawls' work centers around imagining that we have to decide what principles of justice that we would choose for our society. • Hypothetical exercise based on hypothetical contract theory • What will we decide? We begin from a hypothetical "Original Position," in which each of us is ignorant of our own personal characteristics and situation in society.

Exchanging Information

The second stage of the negotiation process, during which each party makes the strongest case for its position

Early Organizational Behavior

The study of the actions of people at work

Implementing Ethics Programs

The success of an ethics program depends on: • Content of the company's code of ethics • Frequency of communication regarding the ethical code and program • Quality of communication • Senior and local management's ability to successfully incorporate ethics into the organization

Bargaining

The third stage of the negotiation process, during which each party gives and takes to arrive at an agreement.

Organizational Chart

The visual representation of an organization's structure, chain of command, supervisory relationships, levels of management

When people with external locus of control perform well, ____________.

They are likely to attribute their performance to luck or the fact that the task was easy.

Building Effective Teams: Essential Team Roles: Stages

To introduce these team roles, consider the stages and processes that a team needs to go through over time •Forming: Time of orientation and uncertainty •Storming: Time of boundary pushing, role clarification, and goal formation •Norming: Time of settling into role and improving performance within roles •Performing: Time of effective and effortless performance •Adjourning: Time of disbanding or disruption

Building Effective Teams: Essential Team Roles

To make sure the team effective proceeds through its states and processes, team members must focus on and play two critical roles: •Task-facilitating (Contributor, Coordinator, Energizer, Devil's Advocate, Technician) •Team-building (Encourager, Harmonizer, Expediter, Standard-setter)

Understanding Ethical Decision Making

Top level support for ethical behavior is instrumental in helping employees engage in their personal approaches to ethical decision making Normative perspectives set forth ideal goals to which organizations should aspire Knowledge about ethical decision making helps in making good decisions

Traditional Approach to Setting Goals

Top managers set goals and those goals flow down through the organization and become subgoals for each area reached

Ethics Training and Communication

Training programs educate employees about: • The firm's policies and expectations • Relevant laws, regulations, and social standards • Available resources and social support systems Empowers employees to ask tough questions and to make sound ethical decisions Initiatives should reflect the organization's size, culture, values, management style, and employee base.

3 Contemporary Views of Leadership

Transactional Transformational Charismatic

Theory of Justice/Legal View of Ethics

Treat people impartially and fairly

Business Response to Sustainability Issues

Triple-Bottom Line Approach: • Considers social and environmental performance along with economic performance • Preferred approach to sustainability • Better environmental performance reduces costs by: • Improving risk management and stakeholder relationships • Reducing the amount of materials and energy used • Reducing capital and labor costs

A low measure of agreeableness might be an advantage in jobs that require a person to be somewhat antagonistic, such as a bill collector or drill sergeant..

True

A sign of potential job satisfaction problems is when workers rarely exhibit forms of organizational citizenship behavior and do so only when they are told to do so.

True

According to Herzberg, an employee can experience job satisfaction and job dissatisfaction at the same time.

True

According to the discrepancy model of job satisfaction, when employees' expectations about their job are high, and when these expectations are not met, employees will be dissatisfied.

True

Individuals that score high in conscientiousness tend to be more efficient, organized, and self-disciplined, than do individuals who score low in conscientiousness.

True (self-disciplined, dependable)

Instrumental and Intrinsic Goodness

Two Basic Concepts of Goodness: • (1) - Monism (characterized by hedonism) • Only one thing is intrinsically good • Hedonists believe that pleasure is the ultimate and only good • Quantitative Hedonists believe that more pleasure is better • Qualitative Hedonists believe it is possible to have too much of a good thing, the focus is only quality not quantity • Not all monists are hedonists though (2) - Pluralism Instrumental and Intrinsic Goodness • (2) - Pluralists - believe that no one thing is intrinsically good (i.e. - multiple things are intrinsically good). • For example, beauty, knowledge, or personal affection might be considered ultimate goods • Aristotle said there were five types of intrinsic goodness: • Moderation and fitness • Proportion and beauty • Intelligence and wisdom ©2017Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use. • Sciences and art Instrumentalism - a more modern view of goodness. • No intrinsic goodness; Pragmatism • Rejects the ideas that: • Ends can be separated from the means that produce them • So, Means and Ends cannot be separated • Ends, purposes, or outcomes are intrinsically good in and of themselves • So, results are NOT intrinsically good • John Dewey - Any action can be an end or a mean. ©2017Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license For example, people eat to be able to go to work and distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use. Goodness theories: Focus on the end result of actions and the goodness or happiness created by them; loosely correlated to Consequentialism. • Obligation Theories: Emphasize the means and motives of actions by which they are justified; loosely correlated to Deontology.

Utilitarianism

Two Types of Utilitarianism • Rule Utilitarianism • Determines behavior on the basis of principles or rules that are designed to promote the greatest utility (rather than examining each situation individually). • For example, bribery is wrong. • Not following this rule would lead to chaos. • Act Utilitarianism • Examines specific actions rather than the rules that govern them. Ideas prevalent since ancient Greece • Epicurus (341-270BC) Jeremy Bentham (1789) • Pleasure and pain are "sovereign masters" determining what action we should take. John Stuart Mill's Utilitarianism (1861) • Mill worried that Bentham's theory might lead to "gross physical indulgence." • What does this mean? Why is it important?

5 Elements of Responsive Culture

Type of Employee Type of Environment Empowerment Role Clarity Desire to Satisfy Customers

Team Building

Type of exercise that reveals how each member of a group thinks and works

Matrix and Project Structures

Type of structure in which an organization assigns specialists from different functional areas to projects

Functional Structure

Type of structure that groups together similar or related specialties

Simple Structure

Type of structure that has low departments, wide spans of control, central authority

Adam Smith's view

Values that a firm should adopt to produce in a more socially responsible way correlates with the needs and concerns of the stakeholders

Difference between values, attitudes, and moods.

Values: not fluid, fixed, established, and most stable Attitudes: favorable/unfavorable, reflects how you feel about something. Ex: not getting a promotion may change your attitude, but not your work values. moderately stable Mood: how people feel at the time they actually perform their job, least stable.

Job enrichment

Vertical expansion of a job as a result of additional planning and evaluation of responsibilities

Parochialism

Viewing the world by your own perspective and not being able to see differences in people

Leadership

What leaders do, the process of influencing a group to achieve goals

How important is leadership?

Why? --The actions and decisions of one person can have monumental results --What happens when there is no or poor leadership? --Leadership is a high leverage position, for both good and bad

Leading

Working with and through people to accomplish goals

Job Description

Written statement describing a job

Job Specification

Written statement of minimum qualifications to perform a job

core practice

a highly appropriate and common practice that helps ensure compliance with legal requirements, industry self-regulation, and societal expectations

voluntary boundary

a management-initiated boundary of conduct (beliefs, values, voluntary policies, and voluntary contractual obligations)

Punctuated Equilibrium

a sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time

Inspirational Appeal

a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction

Value in diversity problem-solving approach

a theory that supports team diversity because it provides a larger pool of knowledge and perspectives

mandated boundary

an externally imposed boundary of conduct (laws, rules, regulations, and other requirements)

Team Building Roles

behaviors that influence the quality of the team's social climate •Encourager - Praises the contributions of other team members •Harmonizer - Mediates differences between group members •Compromiser --Attempts to find the halfway point to end conflict •Gatekeeper-expediter---Encourages participation from teammates •Standard setter-Expresses goals for the team to achieve •Follower - Accepts the ideas of teammates

Collaboration

by attempting to make it easier for the target to complete the request.

Organizational Politics

can be seen as actions by individuals that are directed toward the goal of furthering their own self-interests.

Technological Change

change through replacing manual labor with automation or computerization

Morality

comes from the Latin word mores, meaning a network of social customs and institutions

parallel teams

composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process Members can be permanent of temporary

Team

consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.

Coercive Power

control over punishments

Goal Specification

involves the development and prioritization of goals related to the team's mission and strategy.

benefits of business ethics

employee commitment, investor loyalty, customer satisfaction, profit

Distributive Bargaining

involves win-lose negotiating over a "fixed-pie" of resources.63 That is, when one person gains, the other person loses (also known as a "zero-sum" condition)

Herzberg's Motivator: Hygiene Theory

every worker has two set sof need or requirements 1.) motivator needs (intrinsic) 2.) hygiene needs (extrinsic)

values

existing beliefs and ideals that are socially enforced

Goal Interdependence

exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result

outcome interdependence

exists when team members share in the rewards that the team earns with reward examples including pay, bonuses, formal feedback and recognition, pats on the back, extra time off, and continued team survival.

Integrative Bargaining

is aimed at accomplishing a win-win scenario.64 It involves the use of problem solving and mutual respect to achieve an outcome that's satisfying for both parties.

Visibility

is how aware others are of a leader's power and position.

Federal Sentencing Guidelines for Organizations

firm must develop a code of conduct that communicates required standards individuals with a potential for misconduct should not be put in a position of authority establish communications systems for discriminating standards and procedures employees should be able to report misconduct without retaliation people in high positions within a company should have oversight over the program on detecting misconduct, the firm should take action organization must prevent similar offenses in the future after a case of misconduct has been discovered

Process Gain

getting more from the team than you would expect according to the capabilities of its individual members AKA Synergy

Task Interdependence: 1 of 4: Pooled Interdependence

group members complete their work assignments independently, and then this work is simply "piled up" to represent the group's output

Avoiding

low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down

A specific personality trait that may help individuals play the role of devil's advocate within decision making groups is ___________.

low self monitoring

Sustainable Development

has emerged as a major concern Sustainable Development: Meeting the needs of the present without compromising the ability of future generations to meet their own needs as well

Task Coordinator Activities

involve communications that are intended to coordinate task-related issues with people or groups in other functional areas

Affect management

involves activities that foster a sense of emotional balance and unity

Mission Analysis

involves an analysis of the team's task, the challenges that face the team, and the resources available for completing the team's work

Systems monitoring

involves keeping track of things that the team needs to accomplish its work

Helping behavior

involves members going out of their way to help or back up other team members

Conflict management

involves the activities that the team uses to manage conflicts that arise in the course of its work.

Centrality

how important a person's job is and how many people depend on that person to accomplish their tasks

stakeholder framework

identifies stakeholders who agree, collaborate, and engage in confrontations on ethical issues

Referent Power

influence based on identification with a person who has desirable resources or personal traits

Foundational Values for Identifying Ethical Issues

integrity, honesty, fairness

Virtual Teams

members are geographically dispersed, and interdependent activity occurs through electronic communications—primarily e-mail, instant messaging, group calendars, web conferencing, social media

Task Interdependence: 3 of 4: Reciprocal Interdependence

members are specialized to perform specific tasks. However, instead of a strict sequence of activities, members interact with a subset of other members to complete the team's work.

How are teams different that friends?

members of a team depend on one another for critical information, materials, and actions that are needed to accomplish goals related to their purpose for being together.

Teams: Stage 2: Storming

members remain committed to ideas they bring with them to the team • This initial unwillingness to accommodate others' ideas triggers conflict that negatively affects some interpersonal relationships and harms the team's progress

3 approaches to stakeholder theory

normative: identifies and sets fourth ethical guidelines that dictate how firms should treat stakeholders descriptive: focuses on the actual behavior of a firm and addresses how decisions and strategies are made for stakeholder relationships instrumental: describes what happens if a firm behaves in a particular way

Coalitions

occur when the influencer enlists other people to help influence the target

Personal Appeals

occur when the requestor asks for something based on personal friendship or loyalty.

Compliance

occurs when targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence

Apprising

occurs when the requestor clearly explains why performing the request will benefit the target personally.

Consultation

occurs when the target is allowed to participate in deciding how to carry out or implement a request.

Internalizing

occurs when the target of influence agrees with and becomes committed to the influence request.

Role

pattern of behavior that a person is expected to display in a given context

Action Teams

perform tasks that are normally limited in duration. However, those tasks are quite complex and take place in contexts that are either highly visible to an audience or of a highly challenging nature.

4 step social responsibility pyramid

philanthropic: giving back to society ethical: following standards of acceptable behavior as judged by stakeholders legal: abiding by all laws and government regulations economic: maximizing stakeholder wealth and/or value

Expert Power

power that is based on the special knowledge, skills, and expertise that a leader possesses

primary vs. secondary stakeholders

primary: people whose support and resources are needed for a firms survival (employees, customers, shareholders) secondary: do not engage directly in transactions with a company, not essential to a firm's survival (media and trade associations)

Communication

process by which information and meaning get transferred from a sender to a receiver.

Nominal Group Technique

process starts off by bringing the team together and outlining the purpose of the meeting. The next step takes place on an individual level, however, as members have a set period of time to write down their own ideas on a piece of paper. The subsequent step goes back into the team setting, as members share their ideas with the team in a round-robin fashion. After the ideas are recorded, members have a discussion intended to clarify the ideas and build on the ideas of others. After this, it's back to an individual environment; members rank order ideas on a card that they submit to a facilitator. A facilitator then tabulates the scores to determine the winning idea.

Strategic Implementation of Environmental Responsibility

recycling, stakeholder assessment, risk analysis, strategic sustainability environmental audit

coordination loss

reduced group performance that occurs when team members expend their energies in different directions or fail to synchronize or coordinate their work

team task roles

refer to behaviors that directly facilitate the accomplishment of team tasks • Initiator -contributor - offers new ideas • Coordinator- Tries to coordinate activities among team members • Orienter - Determines the direction of the team's discussion • Devil's advocate - Offers challenges to the team's status quo • Energizer - Motivates the team to strive to do better • Procedural-technician - Performs routine tasks needed to keep progress moving

Ambassador Activities

refer to communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team

Teamwork Processes

refer to the interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself

Task Conflict

refers to disagreements among members about the team's task

Relationship Conflict

refers to disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences

Organizational Culture

shared values, principles, traditions, and ways of doing things that influence behavior

Management Teams

similar to work teams in that they are designed to be relatively permanent; however, they are also distinct in a number of important ways. Whereas work teams focus on the accomplishment of core operational-level production and service tasks, management teams participate in managerial-level tasks that affect the entire organization.

principles

specific boundaries that should not be violated

Team States

specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together

7 habits of strong ethical leaders

strong personal character passion to do right proactive consider all stakeholders' interests role models for the organization's values transparent and actively involved in decision making take a hollistic view of the firm's ethical cultures

Additive Tasks

tasks for which the contributions from every member add up to determine team performance

stakeholder orientation

the degree to which a firm understands and addresses stakeholder demands -organization wide generation of date about stakeholder groups and assessment of the firm's effect on these groups -distribution of the generated data throughout the firm -responsiveness of the organization as a whole to the data generated

corporate citizenship

the degree to which businesses strategically meet the economic, legal, ethical, and philanthropic responsibilities places on them by their stakeholders

Team Diversity

the degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people

Substitutability

the degree to which people have alternatives in accessing resources

Team Process

the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals

Four of the most influential theories of job satisfaction include:

the facet model, the discrepancy model, motivator-hygiene theory, and the steady state theory.

leader-staff teams

the leader makes decisions for the team and provides direction and control over members who perform assigned tasks

Mental Models

the level of common understanding among team members with regard to important aspects of the team and its task

Motivational Loss

the loss in team productivity that occurs when team members don't work as hard as they could

Etiquette

the norms of correct conduct in polite society; to any special code of social behavior or curtesy

Ethical Theory

the study of the concepts involved in practical reasoning: good, right, duty, obligation, virtue, freedom, rationality, and choice

Business Ethics

the study of what constitutes right and wrong (or good and bad) human conduct in the business context.

OB Internationally

the tendency of supervisors to consider citizenship behaviors in evaluating overall job performance appears to hold even across countries with vastly different cultures

INfluence

the use of an actual behavior that causes behavioral or attitudinal changes in others.

Pressure

the use of coercive power through threats and demands

Ingratiation

the use of favors, compliments, or friendly behavior to make the target feel better about the influencer

rational persuasion

the use of logical arguments and hard facts to show the target that the request is a worthwhile one

Leadership

the use of power and influence to direct the activities of followers toward goal achievement

Leadership

the use of power and influence to direct the activities of followers toward goal achievement.

Corporate Culture

the values, beliefs, rules, and ceremonies that are accepted, shared, and circulated throughout an organization.

Resistance

which occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it

Discrepancy Model

workers compare their job, college students experience this more than anyone else. What one thinks, wants, and expects. The MORE discrepancy (lack of similarities) the more satisfaction you have.

Controls in Business Ethics

• •Formal Controls: Include input controls such as proper selection of employees, effective ethics training, and strong structural systems Process Controls: Management's commitment to the ethics program and the methods or system for ethics evaluation Output Controls: Compare standards with actual behavior

Global Environmental Issues

• Atmospheric • Air pollution, acid rain, and global warming • Water • Water pollution and water quantity issues • Land • • Land pollution, waste management, deforestation, urban sprawl, biodiversity, and genetically modified (GM) organisms (Monsanto Case)

Risks in Ethical Auditing

• Auditing does not ensure that ethical risks and challenges can be avoided Assessing risk and identifying standards of comparison can be challenging Does not provide solutions or force change

Benefits of Ethical Leadership

• Directly impacts the corporate culture of the firm • Enhances ethical behavior patterns when employees are rewarded for their ethical conduct • Leads to employee satisfaction and commitment • Creates strong relationships with external stakeholders • Impacts the long-term market evaluation of the firm

2 Primary Negotiation Strategies

• Distributive bargaining: Negotiation that seeks to divide up a fixed amount of resources (a win-lose situation) --- Goal: Get as much of the pie as possible --- Motivation: Win-Lose --- Interest: Opposed --- Info Sharing: Low ---Most appropriate when: 1. negotiator has strong BATNA + Negotiator anticipates little or not chance of dealing with the other party in the future • Integrative bargaining: Negotiation that seeks one or more settlements that can crease a win-win situation --- Goal: Expand pie so that both parties are satisfied --- Motivation: Win-Win --- Interest: Congruent --- Info Sharing: High --- Most appropriate when: Negotiator expects to deal with the other party in the future + Neither party has the "upper hand"

How to develop positive L - F Relationships?

• Do not underestimate the importance of leader/follower relationships • Establish positive relationships early • 4 positives per 1 negative • Spend time with followers 50 hours = good relationship 200 hours = great relationship •Be more intentional

Ethical Leadership

• Ethical Leadership is the ability to create an ethical culture by motivating employees and enforcing an organization's policies and norms. • Involves: • Helping employees implement shared ethical values • Supporting others in incorporating an ethical culture into their daily decisions

Global Reporting Initiative (GRI)

• Framework that companies have adopted to report their social and sustainability progress Goal - Mainstreaming of disclosure on environmental, social, and governance performance Used by businesses to develop a standardized method of reporting nonfinancial results Provides users a point of comparison with other companies' sustainability initiatives

What is conflict?

• Friction or opposition resulting from actual or perceived differences or incompatibilities •At its root: conflict exists when one person has a need of another and that need is not being met

Laissez-faire leadership

• Hands-off leadership • Represented by absence of action and presence •Leader tends to: ---Be disconnected from purpose and objectives ---Be indifferent ---Cause frustration in subordinates ---Show a lack of control ---Create a chaotic environment ---Avoid taking stands ---Refrain from intervening

Transformational Leadership

• Higher-ordered leadership • Focus is on motivating and inspiring followers • Four dimensions of transformational leadership: --- Idealized influence --- Inspirational motivation --- Intellectual stimulation ---- Individual consideration

Common Team Issues

• Lack of clear expectations • Perceived lack of motivation and initiative • Communication issues • Didn't tackle problems effectively

Inspirational Motivation

• Leader articulates a vision that is appealing and inspiring to followers • Aligns the team behind a common cause, and gives them a sense of purpose --- Team has a sense of mission --- Individuals know where they fit into the bigger picture

Individual Consideration

• Leader attends to each follower's needs, acts as a mentor or coach, listens --- Focused on subordinate development --- Leader promotes self development --- Two-way discussion is encouraged

intellectual stimulation

• Leader challenges assumptions, takes risks, and solicits followers' ideas --- Leader is open to questioning established procedures --- Pushes subordinates to think about new solutions --- Is willing to accept risk and failure

Idealized Influence

• Leader models ethical behavior, instills pride, gains respect and trust • Leader is a positive role model (sets the example) • Actions align with core values • Attributes drive subordinates to emulate leader: --- Dedication to purpose and objectives --- Persistence --- Courage

Communication: Listener

• Listener is also involved •What are the roles of the listener? ---Listen ---Openness (willingness to understand) ---Effort to understand

What do leaders/managers need to create?

• Motivation & Engagement • Commitment & Satisfaction • Trust & Fairness

Management by Exception-Active

• Primarily focused on ensuring fires do not pop up • ---Seeks to ensure no mistakes or failures occur • Leader constantly monitors performance • Micromanager • A proactive policy enforcer • Seeks to maintain status quo (thwarts innovation and creativity)

Management by Exception - Passive (MBE-P)

• Primarily focused on putting out fires • Leader waits for things to go wrong • Ineffective at monitoring • Reacts to problems and mistakes • Seeks to maintain status quo (thwarts innovation and creativity) • Becomes a policy enforcer after a problem arises

Pure Leadership Behaviors

• Primary focus regarding leadership development is on improving what leaders DO: leadership behaviors • Thus, most leadership trainings focus on leadership behaviors

What great teams do - later stages

• They ensure they understand the objectives of the assignment • They do not rush decision making ---They leave space and time for thinking critically and being open to ideas • They divide the work based upon group member's strengths as opposed to dividing the work equally • They work steadily as opposed to heavily at the end of the semester • They continually set deadlines and follow up • They seek and are open to feedback along the way (towers) • They invest in the group and not just the outcome

Task Interdependence: 4 of 4: Comprehensive Interdependence

• requires the highest level of interaction and coordination among members as they try to accomplish work. •members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work

Feedback

• • Occurs through informal or formal systems Employee-to-leader feedback is essential • Leaders should strike a balance in providing positive and negative feedback Ways to generate employee feedback • Interviews, anonymous surveys, ethical audits, and websites

4 Types of Organizational Culture

•Apathetic culture • Minimal concern for either people or performance Caring culture • High concern for people but minimal concern for performance issues •Exacting culture • Little concern for people but high concern for performance Integrative culture • High concern for people and performance

Conflict Management Styles

•Avoid: Not important, can't win, emotions running high •Accommodating: better alternative, build credit, others care more about it than you, you know you will lose •Competing: Quick decision is important, you believe there is no middle ground •Compromise: Strong approach may cause damage, options are equally preferable, limited time •Collaborate: Build commitment by working together, different perspectives can lead to a better decision

Building Effective Teams: 3 Elements of Effective Teams: Proper Composition

•Collectively, effective teams need 3 types of skills 1. Technical 2. Problem-solving & decision making 3. Interpersonal (good listening, conflict resolution) •Complementary members ---Personality, strengths, expertise •Clear roles •Small size (5-9 members)

Building Effective Teams: 3 Elements of Effective Teams: Proper Dynamics

•Common plan, goals, & purpose ---Invest in this early to set direction and enhance unity •Team efficacy (belief that team can succeed) • Positive norms ---Norms are powerful -----"Culture eats strategy for breakfast" ---Norms can be positive or negative ---Positive norms help curb social loafing and keep conflict healthy

Relativist Perspective

•Definitions of ethical behavior are derived subjectively from the experiences of individuals and groups Emphasizes peoples' differences, but ignores their basic similarities Forms of Relativism: • Descriptive Relativism - observations of other cultures; tells us little about the justifications for ethical/non-ethical behavior • Meta-Ethical Relativism - there is no objective way to resolve ethical disputes because we all see things differently (and this is OK); no real basis for comparison • Normative Relativism - one person's opinion is just as good as any other; individual level reasoning not cultural

Personal Power

•Expert - Derives from a person's expertise, skill, or knowledge on which others depend •Referent - Exists when others have a desire to identify and be associated with a person. This desire is generally derived from affection, admiration, or loyalty toward a specific individual

Conflict to Negotiation

•Naturally, when there is conflict, one or both parties want a change to occur. This leads to negotiation. •Negotiation is the process that occurs when two or more parties decide how to allocate scarce resources.

Individual Factors in Ethical Decision Making

•People often base their decisions on their own values and beliefs • These values vary across cultures: • Gender • Education • Nationality • Locus of Control • Externals - "All I can do is go with the flow." • Internals - "I can control all of the events in my own life."

What are the necessary attributes of great leaders?

•Power •Influence

What are the three areas effective teams need to excel in? (ways to measure & evaluate)

•Production output •Member satisfaction •Capacity for continued cooperation

What are the three elements of effective teams?

•Proper context •Proper composition •Proper dynamics

What are other factors that influence negotiation success?

•Reputation ---Different type of power than BATNA • Relationships ---Seek to build relationships for the day that you may have to negotiate

What great teams do - Initial Stages

•Spend time together socially (invest early) •Communicate availability and anticipated commitment level •Make time for each other & meet face-to-face often •They set clear expectations and rules for the group •To divide work

What are the two roles group members must focus on?

•Task Facilitation •Team Building

Strategic Importance of Ethics Auditing

•The ethics audit is not a control process to be used during a crisis • Should be conducted regularly May be comprehensive or specific Provides an assessment of a company's overall ethical performance • Audit reports identify and define a company's impact and facilitate important improvements Helps companies boost profits and reduce risks

Building Effective Teams: Essential Team Roles: Processes

•Transition Processes: Activities that focus on preparation for future work •Action Processes: Activities that aid in the accomplishment of the work actually taking place •Interpersonal Processes: Activities that focus on the management of relationships among team members

Organizational Power

•legitimate power •reward power •coercive power