Management and Organizational Behavior - Chapters 4, 5, 6
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| show | Ethics
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| show | Moral Agent
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| A situation that arises when all alternative choices or behaviors are deemed undesirable because of potentially negative consequences, making it difficult to distinguish right from wrong. | show 🗑
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| The ethical concept that moral behaviors produce the greatest good for the greatest number. | show 🗑
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| show | Individualism Approach
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| The ethical concept that moral decisions are those that best maintain the rights of those people affected by them. | show 🗑
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| The ethical concept that moral decisions must be based on standards of equity, fairness, and impartiality. | show 🗑
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| show | Distributive Justice
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| show | Procedural Justice
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| show | Compensatory Justice
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| Follows rules to avoid punishment. Acts in own interest. Obedience for its own sake. Leadership style-autocratic/coercive. Employee behavior-task accomplishment. | show 🗑
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| Lives up to expectations of others. Fulfills duties and obligations of social system. Upholds laws. Leadership style-guiding/encouraging, team oriented. Employee behavior-work group collaboration. | show 🗑
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| show | Level 3 Postconventional
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| The obligation of organization management to make decisions and take actions that will enhance the welfare and interests of society as well as the organization. | show 🗑
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| show | Stakeholder
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| The idea that large corporations can both alleviate social problems and make a profit by selling goods and services to the world's poorest people. | show 🗑
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| show | Sustainability
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| show | Economic and Ethical Responsibilities
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| Organizational responsibility that is voluntary and guided by the organization's desire to make social contributions not mandated by economics, law, or ethics. | show 🗑
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| Providing strategy and being a role model for the organization to make legal and moral choices and to be a good citizen of the community. | show 🗑
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| show | Code of Ethics
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| show | Principle-based Statements
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| Generally outline the procedures to be used in specific ethical situations. These situations include marketing practices, conflicts of interest, observance of laws, proprietary information, political gifts, and equal opportunities. | show 🗑
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| show | Ethics Committee
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| show | Chief Ethics Officer
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| Training programs to help employees deal with ethical questions and values. | show 🗑
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| The disclosure by an employee of illegal, immoral, or illegitimate practices by an organization. | show 🗑
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| A desired future state that an organization attempts to realize. | show 🗑
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| A blueprint specifying the resource allocations, schedules, and other actions necessary for attaining goals. | show 🗑
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| show | Planning
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| Define mission, vision. Set goals. | show 🗑
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| show | 2. Translate the Plan
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| Define operational goals and plans. Select measures and targets. Set stretch goals. Crisis planning. | show 🗑
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| show | 4. Execute the Plan
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| show | 5. Monitor and Learn
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| show | Mission
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| show | Mission Statement
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| show | Strategic Goals
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| The action steps by which an organization intends to attain strategic goals. | show 🗑
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| show | Tactical Goals
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| Plans designed to help execute major strategic plans and to accomplish a specific part of the company's strategy. | show 🗑
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| Specific, measurable results expected from departments, work groups, and individuals within the organization. | show 🗑
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| Plans developed at the organization's lower levels that specify action steps toward achieving operational goals and that support tactical planning activities. | show 🗑
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| A visual representation of the key drivers of an organization's success that shows the cause-and-effect relationships among goals and plans. | show 🗑
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| show | Management By Objectives (MBO)
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| show | Single-use Plans
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| show | Standing Plans
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| Plans that define company responses to specific situations such as emergencies, setbacks, and unexpected conditions. | show 🗑
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| show | Scenario Building
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| show | Central Planning Department
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| Managers of divisions or departments work with planning experts to develop their own goals and plans. | show 🗑
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| show | Stretch Goal
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| A cross-functional group of managers and employees who work together to gain a deep understanding of a specific competitive issue and offer insight and recommendations for planning. | show 🗑
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| show | Strategic Management
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| The plan of action that prescribes resource allocation and other activities for dealing with the environment, achieving a competitive advantage, and attaining organizational goals. | show 🗑
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| What sets the organization apart from others and provides it with a distinctive edge in the marketplace. | show 🗑
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| A business activity that an organization does particularly will in comparison to competitors. | show 🗑
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| show | Synergy
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| The stage of strategic management that involves the planning and decision making that lead to the establishment of the organization's goals and of a specific strategic plan. | show 🗑
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| show | Strategy Execution
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| Analysis of the strengths, weaknesses, opportunities, and threats (SWOT) that affect organizational performance. | show 🗑
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| show | Differentiation
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| A type of competitive strategy with which the organization aggressively seeks efficient facilities, cuts costs, and employs tight cost controls to be more efficient than competitors. | show 🗑
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| A type of competitive strategy that emphasizes concentration on a specific regional market or buyer group. | show 🗑
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| show | Dynamic Capabilities
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| show | Export Strategy
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| show | Decision
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| show | Decision Making
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| A decision made in response to a situation that has occurred often enough to enable decision rules to be developed and applied in the future. | show 🗑
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| show | Nonprogrammed Decision
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| The situation in which all the information the decision maker needs is fully available. | show 🗑
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| A situation in which a decision has clear-cut goals and good information is available but the future outcomes associated with each alternative are subject to chance. | show 🗑
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| The situation that occurs when managers know which goals they wish to achieve, but information about alternatives and future events is incomplete. | show 🗑
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| A condition in which the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable. | show 🗑
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| A decision-making model based on the assumption that managers should make logical decisions that will be in the organization's best economic interests. | show 🗑
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| An approach that defines how a decision maker should make decisions and provides guidelines for reaching an ideal outcome for the organization. | show 🗑
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| A decision-making model that describes how managers actually make decisions in situations characterized by nonprogrammed decisions, uncertainty, and ambiguity. | show 🗑
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| An approach that describes how managers actually make decisions rather than how they should make decisions according to a theoretical ideal. | show 🗑
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| show | Bounded Rationality
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| To choose that first solution alternative that satisfies minimal decision criteria, regardless of whether better solutions are presumed to exist. | show 🗑
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| show | Intuition
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| show | Coalition
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| show | Problem
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| A situation in which managers see potential organizational accomplishments that exceed current goals. | show 🗑
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| The step in the decision-making process in which managers analyze underlying causal factors associated with the decision situation. | show 🗑
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| The willingness to undertake risk with the opportunity of gaining an increased payoff. | show 🗑
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| The step in the decision-making process that involves using managerial, administrative, and persuasive abilities to translate the chosen alternative into action. | show 🗑
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| Differences among people with respect to how they perceive problems and make decisions. | show 🗑
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| show | Brainstorming
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| Bringing people together in an interactive group over a computer network to suggest alternatives; sometimes call brainwriting. | show 🗑
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| A decision-making technique in which an individual is assigned the role of challenging the assumptions and assertions made by the group to prevent premature consensus. | show 🗑
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| A decision-making technique in which people are assigned to express competing points of view. | show 🗑
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| show | Groupthink
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| show | Escalating Commitment
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| The hardware, software, telecommunication, database management, and other technologies used to store, process, and distribute information. | show 🗑
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| show | Knowledge Management
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| show | Data
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| Data that have been converted into a meaningful and useful context for the receiver. | show 🗑
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| show | Knowledge
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| show | Knowledge Management Portal
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| show | Wiki
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| Software that analyzes data from multiple sources and extracts useful insights, patterns, and relationships that might be significant. | show 🗑
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| show | Management Information System (MIS)
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| show | Enterprise Resource Planning (ERP) System
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| show | Blog
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| show | Social Networking
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| show | Peer-to-peer File Sharing
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| show | E-business
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| show | E-commerce
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| An internal communications system that uses the technology and standards of the internet but is accessible only to people within the organization. | show 🗑
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| An external communications system that uses the internet and is shared by two or more organizations. | show 🗑
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| A systematic attempt to increase sales through adding target groups. | show 🗑
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Created by:
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