Management

Front 1

Ethics

Back 1

Ethics is defined as the set of moral principles and values that governs the behavior of a person or a group with respect to what is right or wrong

Front 2

Corporate Social Responsibility

Back 2

Corporate social responsibility is defined as management's obligation to make choices and take actions that will contribute to the welfare and interests of a society as well as the organization's.

Front 3

Motivation

Back 3

Motivation is defined as the willingness of an individual to exert high levels of effort to reach organizational goals, conditioned by the effort's ability to satisfy some individual need

Front 4

Communication

Back 4

Communication is defined as the process of sending and receiving messages that allows for the transference and sharing of knowledge, skills, and attitudes.

Front 5

HRM

Back 5

Human resource management are activities undertaken to attract, develop, and maintain an effective workforce within the organization.

Front 6

Leadership

Back 6

Leadership is defined as the ability an individual commands to influence people toward the attainment of organizational goals.

Front 7

Specific plans

Back 7

Plans that are clearly defined and have no room for speculation

Front 8

Directional plans

Back 8

Flexible plans that are set out with general guidelines

Front 9

Single-use plans

Back 9

Plans that are developed to achieve a set of goals unlikely to be repeated in the future

Front 10

Standing plans

Back 10

Ongoing plans used to provide guidance for tasks performed repeatedly within the organization

Front 11

Contingency plans

Back 11

Plans that define organizational responses to specific situations. Seeks to identify in advance important aspects of business or a market that may change the way an organization will respond to changes.

Consists of two aspects:

Scenario planning
Crisis Management

Front 12

Crisis Management

Back 12

Involves an organization's methods for dealing with a crisis, such as an unexpected emergency requiring an emergency response.

Consists of:

Prevention
Preparation
Containment

Front 13

Justice Approach

Back 13

This approach holds that moral decisions are ones that pertain to the standard of fairness, equity, and impartiality, and consists of three aspects:

Distributive justice
Procedural justice
Compensatory justice

Front 14

Moral rights approach

Back 14

This approach asserts that human beings have fundamental rights that cannot be taken away by an individual's decision. Throug this approach, an ethical decision is one that maintains the rights of the people affected by it. These rights include the rights to:

Free consent
Privacy
Freedom of conscience
Freedom of speech
Due process
Life and safety

Front 15

Common good approach

Back 15

This approach assumes that a society comprising of individuals have their own good inextricably tied to the good of the society. Through this, the social policies, social systems, institutions, and environment that which we depend are beneficial to all.

This approach urges an organization to view itself as members of the same community, reflecting on broad questions concerning the kind of society it would like to achieve and see itself in the future.

Front 16

Adam's Equity Theory

Back 16

This theory assumes that employees are motivated when their perceived inputs equals outputs. People compare their inputs (effort, experience, seniority, title, etc) and outputs (raises, salary, recognition) to those of relevant others (colleagues). Through this comparison, employees conclude that they are either:

1. Under rewarded
2. Over rewarded
3. Equitably rewarded

Front 17

McClelland's Acquired Needs Theory

Back 17

This theory assumes that employees are motivated by their needs for three things:

1. Achievement
2. Affiliation
3. Power

Front 18

Goal-Setting Theory

Back 18

This theory assumes that employees difficult, but achievable goals lead to higher levels of motivation and increased performance

- Increases acceptance of goals
- Goals are public
- Fosters committment for public goals
- Provides for self-feedback (internal locus of control) that guides behavior and performance (self-efficacy)

Front 19

Work-life Balance

Back 19

Policies that allow more flexibility in the way people work, while simultaneously meeting the needs of both the employer and the employee. These policies include:

Flexible working arrangements
Family leave
Child care
Family support

Work-life imbalance may result in

Front 20

Work-life conflict

Back 20

Inter-role conflict that occurs when the demands of work and family are mutually incompatible

Front 21

Contingency leadership theories

Back 21

Leadership styles cannot be explained by behavioral models alone. The situation in which a group finds itself operating dictates the style of management a leader assumes.

Front 22

Hersey and Blanchard’s Situational Leadership Model

Back 22

Relationship vs. Task behavior

Telling, Delegating, Facilitating, Selling

Follower readiness

Front 23

Exam style:

Back 23

Definition
Possible theoretical frameworks
Application of theory to case
Potential outcomes

Front 24

Ethical dilemma

Back 24

An ethical dilemma is a situation that will often involve an apparent conflict between moral imperatives, in which to obey one would result in transgressing another.