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the set of moral principles or values that defines right and wrong. |
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conforming to a society's accepted principles of right and wrong. |
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Sources of Code of Ethics |
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-Societal ethics
-occupational ethics
-organizational ethics
-individual ethics |
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unethical behavior that violates organizational norms about right and wrong |
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hurts the quality and quantity of work produced |
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aimed at the organization's property or products |
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using one's influence to harm others in the company |
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hostile or aggressive behavior towards others |
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U.S. Sentencing Commision Guidelines: |
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Who = nearly all businesses are covered
what = punishes a number of offenses
why = encourages businesses to be proactive
how = determine the punishment |
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True or False: Companies can be prosecuted and punished even if management didn't know about the unethical behavior |
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when someone is unsure of which choice to make based on ethics alone |
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Three Domains of Human Action: |
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1. Free choice
2. Law
3. Ethics |
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Exceptions to Free Speech |
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-TPM restricition (reasonable time, place, and manner)
-fighting words
-defamation = false claim that harms another's reputation
-obscenity = strongly offends |
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1. Long-term self-interest
2. Personal virtue
3. Religious injunctions = requires party to do or not do something
4. Government requirements
5. utilitarian beliefs
6. individual rights
7. distributive justice |
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a written test that estimates job applicants' honesty by directly asking them what they think or feel about unethical behaviors |
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personality-based integrity tests |
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a written test that indirectly estimates job applicants' honesty by measuring psychological traits |
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i'm guessing the overall vibe of ethics in the workplace |
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rat, tattle-tail, Dwight Schrute |
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a firm's overriding goal should be to maximize profits for the benefit of the shareholders |
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management's most important responsibility is to satisfy the interests of multiple stakeholders |
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a business's obligation to pursue policies, make decisions, and take actions that benefit society |
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persons or groups with a stake or legitimate interest in being affected by a company's action |
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any group on which an organization relies for its long-term survival |
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any group that can influence or be influenced by a company and can affect public perceptions about its socially responsible behavior |
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a company's strategy for responding to stakeholder's expectations concerning social responsibilities |
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do less than society expects |
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do more than society expects |
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social responsibility and economic performance |
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-can cost company
-sometimes it pays
-does not guarantee profitability |
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the buying and selling of goods and services by people from different countries |
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multinational corporation (mnc) |
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a corporation that owns business in two or more countries |
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direct foreign investment (dfi) |
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a method of investment in which a company builds a new business or buys an existing business in a foreign country |
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a government-induced restriction on international trade |
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tax on imports or exports |
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-import/export licenses
-import quotas
-subsidies |
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the economic policy of restraining trade between states (countries). |
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WTO (world trade organization) |
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organization that intends to supervise and liberalize national trade |
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Regional Trading Zone:
FTA (Free Trade Agreement) |
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an area within which goods may be landed, handled, manufactured/reconfigured, and reexported without the intervention of the customs authorities |
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North American Free Trade Agreement between Canada, U.S., and Mexico |
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when a MNE has offices/plants in different countries and use the same rules, guidelines, policies, and procedures |
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when a MNE modifies its rules, guidelines, policies, and procedures to adapt to differences in foreign customers, governments, and regulatory agencies |
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a domestic company receives royalty payments for allowing another company to produce its product, sell a service, or use its brand name in a specified foreign market |
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a collection of networked firms in which the manufacturer or marketer of a product/service licenses the entire business to another person or organization |
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differences between strategic alliance (sa) and joint venture (jv) |
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SA = share resources, costs, risks, and benefits
JV = co-ownership of a third independent company |
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an agreement in which companies combine key resources, costs, risks, technology, and people |
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two companies collaborate to form a third, independent company |
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New companies founded with an active global stategy and have sales, employees, and financing in different countries |
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-air travel
-low-cost communication
-critical mass experienced business people |
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comparison of a standard set of goods and services in different countries |
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risk of major changes in political regimes |
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risk associated with changes in laws and government policies directed at businesses |
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the set of shared values and beliefs that affects the perceptions, decisions, and behavior of the people from a particular country |
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1. Power distance: high or low
2. Individualism vs. Collectivism
3. Masculinity vs. Femininity
4. Uncertainty avoidance: high or low
5. short-term vs long-term orientation |
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the vertical and horizontal configuration of departments, authority, and jobs within a company |
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the collection of activities that transform inputs into outputs that customers value |
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functional departmentalization |
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organize work and workers into separate units responsible for particular business functions or areas of expertise |
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product departmentalization |
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organizing work and workers into separate units responsible for particular products or services |
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customer departmentalization |
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organize work and workers into separate units responsible for particular kinds of customers |
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geographic departmentalization |
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organize work and workers into separate units responsible for doing business in particular geographic areas |
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matrix departmentalization |
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a hybrid of two or more organization structures used together
(most often product and functional together) |
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the right to give commands, take actions, and make decisions |
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vertical line of authority in an organization (who reports to who) |
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workers report to one boss |
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span of management or span of control |
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# of subordinates reporting to a manager |
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an activity directly contributing to creating or selling a firm's products/services |
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an activity that supports line activities |
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the right to command immediate subordinates in the chain of command |
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the right ot advise but not command others who are not subordinates in the chain of command |
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the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible |
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the obligation for the results |
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centralization of authority |
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primary authority is held by upper management |
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significant authority is found in lower levels of organization |
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solving problems by applying rules, procedures, and processes |
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the #, kind, and variety of tasks that individual workers perform |
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a job composed of a small part of a larger task or process |
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periodically moving workers from one specialized job to another |
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increasing the number of different tasks performed by worker in a particular job |
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adding more tasks and giving workers authority and control to move decisions |
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-specialized jobs
-precisely defined
-centralized authority
-vertical communication |
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-broad jobs
-loosely defined
-decentralized authority
-horizontal communication |
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outsource non-core business activities to outside firms |
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part of a network to collectively serve customers |
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a variety of demographic, cultural, and personal differences |
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purposeful steps to create employment opportunities for minorities/women |
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-age
-gender
-race/ethnicity
-physical capabilities |
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-personality
-attitudes
-values/beliefs |
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the blending and unifying of social groups |
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the invisible barrier that keeps women and minorities from advancing to the top of the organization |
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-raise employees' awareness of diversity issues
-challenge the underlying assumptions or stereotypes about others |
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skill-based diversity training |
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teaches employees the practical skills for managing a diverse workforce |
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practical skills include: |
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-flexibility/adaptability
-negotiation
-problem solving
-conflict resolution |
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allows the employer to discover hidden prejudices and related harmful experiences in the work environment |
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a mentoring program pairing people of different backgrounds to get to know each other and change one's attitudes |
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regulatory process of:
-establishing standards to achieve organization goals
-comparing actual performance to the standards
-taking corrective action when necessary |
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a basis of comparison for measuring to what extent various organization performances are satisfactory or unsatisfactory |
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a process of identifying outstanding practices, processes, and standards in other companies and adopting them |
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dynamic, cybernetic control process |
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-set standards
-measure performance
-compare performance within standards
-take corrective action |
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anticipate and prevent problems |
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correct problems as they occur |
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ensure final results are up to standards |
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when behavior and work procedures do not conform to standards |
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the control costs and the consequences exceed its benefits |
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the extent to which it is possible to implement each step in the control process |
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use of heirarchical authority to influence employee behavior.
ex.) punishment/reward system and top-down control |
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use of observable measures of worker behavior or outputs to assess performance, and influence behavior |
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regulation of workers' behaviors and actions on the job |
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regulation of workers' results or outputs through rewards and incentives |
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the regulation of workers' behavior and decisions through widely shared organization values and beliefs |
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regulation of workers' behavior and decisions through work group values and beliefs |
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self-control/self-management |
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managers and workers control their own behavior by:
-setting their own goals
-monitoring their progress
-rewarding themselves for goal achievement |
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the intersection of knowledge, skill, and desire |
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