Chapter 7

Front 1

reputation

Back 1

reflects the prominence of its brand in the minds of the public and the perceived quality of its goods and services

Front 2

trust

Back 2

defined as the willingness to be vulnerable to a trustee based on positive expectations about the trustee's actions and intentions

Front 3

justice

Back 3

reflects the perceived fairness of an authority's decision making

Front 4

ethics

Back 4

reflects the degree to which the behaviors of an authority are in accordance with generally accepted moral norms

Front 5

disposition-based trust

Back 5

meaning that your personality traits include a general propensity to trust others

Front 6

cognition-based trust

Back 6

means that trust is rooted in a rational assessment of the authority's trustworthiness

Front 7

affect-based trust

Back 7

means that it depends on feelings toward the authority that go beyond any rational assessment

Front 8

trust propensity

Back 8

a general expectation that the words, promises, and statements of individuals and groups can be relied upon

Front 9

trustworthiness

Back 9

as the characteristics or attributes of a trustee that inspire truse

Front 10

ability

Back 10

the skills, competencies, and areas of expertise that enable an authority to be successful in some specific area

Front 11

benevolence

Back 11

the belief that the authority wants to do good for the trustor, apart from any selfish or profit-centered motives

Front 12

integrity

Back 12

the perception that the authority adheres to a set of values and principles that the trustor finds acceptable

Front 13

distributive justice

Back 13

reflects the perceived fairness of decision-making OUTCOMES

Front 14

procedural justice

Back 14

reflects the perceived fairness of decision-making PROCESSES

Front 15

interpersonal justice

Back 15

reflects the perceived fairness of the TREATMENT received by employees from authorities

Front 16

respect rule

Back 16

pertains to whether authorities treat employees in a dignified and sincere manner

Front 17

propriety rule

Back 17

reflects whether authorities refrain from making improper or offensive remarks

Front 18

abusive supervision

Back 18

the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact

Front 19

ethics

Back 19

an individuals personal beliefs regarding what is right or wrong or good or bad

Front 20

informational justice

Back 20

reflects the perceived fairness of the COMMUNICATION provided to employees from authorities

Front 21

justification rule

Back 21

mandates that authorities explain decision-making procedures and outcomes in a comprehensive and reasonable manner

Front 22

truthfulness rule

Back 22

requires that those communications be honest and candid

Front 23

unethical behavior

Back 23

behavior that clearly violates accepted norms of morality

Front 24

"merely ethical" behavior

Back 24

behavior that adheres to some minimally accepted standard of morality

Front 25

"especially ethical" behavior

Back 25

behaviors that exceed some minimally accepted standard of morality

Front 26

whistle-blowing

Back 26

which occurs when former or current employees expose illegal or immoral actions by their organization

Front 27

four-component model

Back 27

argues that ethical behaviors result from a multistage sequence beginning with moral awareness, continuing on to moral judgment, then to moral intent, and finally to ethical behavior

Front 28

moral awareness

Back 28

the first step, which occurs when an authority recognizes that a moral issue exists in a situation or that an ethical code or principle is relevant to the circumstance

Front 29

moral intensity

Back 29

captures the degree to which an issue has ethical urgency

Front 30

moral attentiveness

Back 30

captures the degree to which people chronically perceive and consider issues of morality during their experiences

Front 31

moral judgment

Back 31

the second step, which reflects the process people use to determine whether a particular course of action is ethical or unethical

Front 32

cognitive moral development

Back 32

argues that as people age and mature, they move through various stages of moral development-- each more mature and sophisticated that the prior one

Front 33

preconventional stage

Back 33

people begin their moral development at this stage. right versus wrong is viewed in terms of the consequences of various actions for the individual

Front 34

conventional stage

Back 34

phase 2: at this stage right vs. wrong is referenced to the expectations of one's family, friends and society

Front 35

principled (postconventional) stage

Back 35

this is the stage where the most sophisticated thinkers are; at this stage right vs. wrong is referenced to a set of defined, established moral principles

Front 36

moral principles

Back 36

principles that serve as prescriptive guides for making moral judgments

Front 37

managerial ethics

Back 37

basic area of concern are the relationships of a) the fir to the employee b)the employee to the firm c) the firm to other economic agents

Front 38

moral intent

Back 38

reflects an authority's degree of commitment to the moral course of action

Front 39

moral identity

Back 39

the degree to which a person self-identifies as a moral person

Front 40

ability to focus

Back 40

reflects the degree to which employees can devote their attention to work, as opposed to "covering their backside", playing politics, etc

Front 41

economic exchange

Back 41

relationships that are based on narrowly defined, quid pro quo obligations that are specified in advance and have explicit repayment schedule. these are employees who don't trust their authorities

Front 42

social exchange

Back 42

as trust increases, relationships develop that are based on vaguely defined obligations that are open-ended and long term in their repayment schedule

Front 43

corporate social responsibility

Back 43

a perspective that acknowledges that they responsibilities of a business encompass the economic, legal, ethical, and citizenship expectations of society

Front 44

obstructionist stance

Back 44

do as little as possible to solve social or environmental problems

Front 45

defensive stance

Back 45

do what only is legally required and nothing more

Front 46

accommodative stance

Back 46

most common; meet legal and ethical obligations and go beyond that in selected cases

Front 47

proactive stance

Back 47

organizations views itself as a citizen and proactively seeks opportunities to contribute to society ex. patagonia