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68 Cards in this Set
- Front
- Back
a person who tells the public or someone in authority about alleged dishonest or illegal activities (misconduct) occurring in a government department or private company or organization.
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Whistleblower
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- going around and above one’s immediate supervisor to complain to people higher up
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Circumventing
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_______: Trying to be viewed as dedicated to the organization. Going beyond what is expected
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Exemplification
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________: Attempting to be likable. Use whatever means you can to make your employers like you
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Ingratiation
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_______:the state of being satisfactorily full and unable to take on more. Naturally be likable by coworkers and employers
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Satiation
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_______: Most common form of organizational persuasion. Bombard the target with information until the person is confused and doesn't know what to do. Then present a solution that benefits you.
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Manipulation
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________-Trying to be seen as needy. The action of asking or begging for something earnestly or humbly
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Supplication
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__________- when power holders attempt to persuade the dissenters they are wrong
Dissenters isolated from coworkers If that fails, direct sanctions are applied Get rid of them! Concrete solutions with factual, physical evidence decreases threat and defensive responses from superiors Telling your coworkers that their beliefs and views are wrong |
Nullification
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______ __ _______: Large office, being higher up in the building, larger pay check, showing you are better than your subordinates, office windows.
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Symbols of Power
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______ _______: Absolute power. The top executives or few supervisors who control all the power over a vast amount of subordinates.
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Sovereign Power
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_____ ______: Being politically correct, clean shaven, well dressed, in a suit
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image power
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______ _______: Someone who specializes in a certain skill at work and you are the only one who can do that service. Someone with this power likes to be the only one who can perform a certain skill and allies with others who can do the same skill.
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Expertise power
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______ _______: Power to punish workers. Often relates to sovereign power
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Disciplinary Power
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When knowledge is scarce it is powerful. People who appear to be experts often have no more knowledge than anyone else, but have superior access to information.
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Information as power
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Underestimate the good
Overestimate the bad For example, no matter how much information students are given about past patterns of grading in a course and about their own academic records, they invariable seem to overestimate their chances of receiving A's and B's and underestimate their chances of getting C's, D's, and F's. |
Fallacies with rational decision making
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_________: Choose the option which is the easiest to do. A decision which is "good enough" and meets current needs rather than one that is the best possible option. Stop searching for a solution when they find one that works.
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Satisficing
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_______ _______: We are not completely rational, we are bounded by many things. Offers no single best way to make decisions. Less systematic.
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Bounded Rationality
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Groupthink
Outcomes of the group are most important Pros: More ideas, work can be split up between group members Cons: Group members may not complete their duties for the group, clashing ideas, relationship problems between members |
The pros and cons of group decision making
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Gather information exhaustively
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classical decision making
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Get enough information to decide
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bounded rationality decision making
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Three stage cycle of sense making.
First take what information is at hand and simply take action based on it (enactment). Second, Based on the effects that result from the action, members learn about their environment and develop explanations for why their actions had the effects they did (selection). Third, those actions that are interpreted as effective are repeated and incorporated into the organization's procedures and processes (retention). Man trapped in the alps used a map of a different mountain cascade to navigate and still found civilization. |
Karl Weick's non-rational decision making
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_______ ________- Exists when a person believes that someone stands between them and achieving their goals.
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Perceived Conflict
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_______ ________: Potential for conflict
Source 1: Conflict of interests Source 2: Communication Problems, but we over attribute problems to communication. Source 3: Previous conflicts |
Latent Conflict
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________ _______- assumptions about what a conflict or issue is about, predictions about the costs and rewards of certain outcomes.
Gain: More open communication. Loss: Less flexible communication. |
Conflict frames
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_______ _________: Neither party controls the interaction during a conflict.
That’s not to say that one person may not have more power over another. The conflict takes on a life of its own. Productive intentions: Communication is strategic and flexible. Communication is likely to switch back and forth between cooperative and competitive strategies. |
Conflict Interaction
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__________ _________: Overt or subtle
Overt: Delay and procrastination Subtle: “Putting off” communication Accommodation: One party simply gives into the other. Mean Girls ________ ________ may be very useful if the concerns are trivial However, ________ ________ only delay confrontation. Not manage conflict! |
Avoidance strategies
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Confrontive strategy: Competitive or problem solving.
Competition: Scrubs Personalization: Attacking the opponent over issue Regina George _______: Threats and promises Toughness: Unwilling to make any concessions. Reformed Sinner stance Can you think of a reformed sinner stance? |
Coercion
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_______ ________ ________:
1. Compromise-splitting the difference. Why is this not always ideal? 2. Problem solving: Parties work jointly through conflict issues to identify options that meet both of the parties needs. Most constructive model of conflict resolution. Voices are heard, trust is established. Finding the superordinate goal. |
Cooperative Confrontive strategies
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_________: Attacking the opponent over issue (ex: Regina George)
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Personalization
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_______: Unwilling to make any concessions.
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Toughness
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_______ ________: one party takes a tough stance until the negotiation reaches an impasse and then makes a significant concession. This signals that the party could compete, but is willing to cooperate.
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Reformed sinner
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Threats and promises are considered to be coercive - True or False?
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True
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________: Values and experiences of adopters
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Compatibility
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________: Difficulty for understanding and using innovation
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Complexity
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_______: The degree to which users may experiment with an innovation before adopting
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Trialability
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_________: observe whether an action fits in the organization
Storytelling for making sense of organizational change |
Observability
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__________: The creative process of generating ideas for practice.
__________s spread through societies though diffusion Diffusion is the sharing of ideas to the point that they “catch on.” |
Innovation
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If organizations adopt an ________, then the organization must implement the ________ and gain experience from it.
If it works well, organization will continue use. If the __________ does not work, the organization will likely be discontinued. |
innovation
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_______- The degree to which all individuals in the organization use the change in the same way.
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Uniformity
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______-the degree to which the design of the innovation is maintained though the innovation.
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Fidelity
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These are ways to _______ innovation
The edict strategy: Innovation with a top-down strategy. Persuasion strategy: Still top down, but at least the management tries to persuade organization members to adopt innovation. Intervention: Change agents work with organizational members and provide evidence of the current problem. Participation Strategy: Change agents and stakeholders develop the change and share control of the final process. |
implement
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_______ others:
Accommodation Appear to be Rational (Societal myths depict certain races as non-rational) Display organizational loyalty Difficult for women and minorities to accommodate Family life Excellent Performance is awarded Must be visible Display competence |
Homogenizing
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_________: strong sense of loyalty
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Machismo
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_______: strong values attached to family and hard work
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Familism
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1. ______ “others” a legitimate place in the organization
Both intentional and unintentional Coca-Cola lawsuit for discrimination Managers disproportionately white May lack diversity training. Role Encapsulation Women in nurturing roles Sexual Harassment Overt Sexual Harassment Hostile Environment Sexual Harassment Sexual Harassment |
Deny
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________: Engaging in respect in the workplace.
Not blind obedience Flexibility instead |
Simpatia
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______ ________:Women in nurturing roles
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Role Encapsulation
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_____ _______:When men are able to rise in the organization
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Glass elevator
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____ ______:When women are not able to rise in the organization
“The unseen yet unbreachable barrier that keeps minorities and women from rising to the upper rungs of the corporate ladder, regardless of their qualifications or achievements” |
Glass ceiling
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____ ____ ____ sexual harassment: where a person is promised rewards in exchange for sexual activity or threatened with punishment of job loss if they reject sexual proposals
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quid pro quo
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_____ ______ sexual harassment: when a supervisor or boss makes inappropriate advances and says inappropriate things to make a subordinate uncomfortable without actually asking for sexual activity.
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Hostile Environment
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_____ sexual harassment: when inappropriate actions or sayings are made towards subordinates in public. which make the subordinate uncomfortable
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overt
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______ _______: Assist less fortunate members of society. Organization should be involved socially and improve the poorest and lowest levels in society
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Charity Principle
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_________ ________: The wealthy have a responsibility to increase societal wealth on the whole. The wealthy are responsible for supporting the poor
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Stewardship principle
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Corporations have clear advantages in issues of ______ ______
Lobbyists and interest groups are used to block certain pieces of legislation that companies don’t want. Influencing ______ ______ privately. We must be aware of the influence of corporations over our environments. |
public policy
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Organizations influence public policies in two ways, by persuading:
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policy makers to enact favorable legislation, and by blocking unfavorable laws.
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Unrestrained greed leads to the "______ ___ _____ ________"
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“Tragedy of the Commons”
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"______ __ ___ ______":
It is good for organizations to get taxpayers and other entities to pay for as many of their costs as possible. Free markets also do not provide for ethical decision making. Average person is trouble by own conscious and fear of societal shame. |
“Tragedy of the Commons”
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The 5 strategies of Organizational Image Repair:
1._______ 2._______ 3._______ 4._______ 5._______ |
1. Denial
2. Evading Responsibility 3. Reduce Offensiveness 4. Corrective Action 5. Mortification |
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_____: Simply Denying the Charges of Wrongdoing
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Denial
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________ _________:
Seek to place blame on another individual or organization. Claim it was an accident. Claim it was not feasible. Claim it occurred with good intentions. Ex: BP initially blamed the spill on some of its sub-contractors |
Evading Responsibility
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______ _________:
Bolster audience positive feelings Downplay the negative aspects of the act. |
Reduce Offensiveness
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_______ _______: Individual or organization takes responsibility but promises to correct the problem.
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Corrective Action
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_________: Simply taking responsibility and hoping for the best. Plead for forgiveness with stakeholders.
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Mortification
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_______:
Steep increases in economic growth that cannot be increased by rational factors Government regulation can prevent or encourage ______ (depending on the legislation). _______ will eventually burst. Paradox of thrift Deflationary psychology Either creative destruction or bail outs |
Bubbles
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______: steep increases in the value of some kind of asset that cannot be explained by "rational" factors such as a growing population, increased organizational efficiency, or new technologies.
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bubbles
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“What’s good for the company is good for everyone else.” Little relationship between corporate performance and executive compensation. Only concerned with rewarding stockholders |
Incentives
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Laisses-faire capitalism Movement of the US economy from federal regulation to private sectors ___________ allows actions advocated by Corporate lobbyists to be legitimized. |
Deregulation
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