Management

Front 1

What is ethics?

Back 1

The code of moral principles and values that govern the behaviors of a person or group with respect to what is right or wrong.

Front 2

What are three domains of human action?

Back 2

Domain of certified law
(Legal Standard)
Domain of ethics
(Social Standard)
Domain of free choice
(Personal Standard)

Front 3

What is a ethical dilemma?

Back 3

Situation that arises when all alternative choices or behaviors have been deemed undesirable because of the potential of negative ethical concequences, making it difficult to distinguish right from wrong.

Front 4

What are the ethical Decision Making approaches?

Back 4

Utilitarian Approach
Individualism Approach
Moral-Rights Approach
Justice Approach

Front 5

What is the Utilitarian Approach?

Back 5

Produces the greatest good for the greatest number. Big brother approach is a fear.

Front 6

Individualsim Approach?

Back 6

Acts are moral when they promote the individual's best long term interests, which ultimately leads to the greater good.

Front 7

Moral rights Approach?

Back 7

Moral decisions are those that best maintain the rights of those people affected by them...avoids interfering with rights of others

Front 8

Justice Approach?

Back 8

Moral decisions must be based on standards of equity, fairness, impartiality.

Front 9

What is Domain of Certified Law?

Back 9

Legal Standard

Front 10

Domain of Ethichs?

Back 10

Social Standards

Front 11

Domain of Free Choice?

Back 11

Personal Standard

Front 12

What are levels of Personal Moral Development?

Back 12

Preconventional, Conventional, Postconventional

Front 13

What is Postconventional?

Back 13

Follows rules to aviod punishment, acts in own interest, coercive, task accomplishment.

Front 14

What is conventional?

Back 14

Lives up to expectations of others, fullfills duties, upholds laws, team oriented,

Front 15

Postconventional

Back 15

Follows self chosen principles of justice and right. aware of diffrent values, concern with himself as well as common good, servant leadership, empowered employee.

Front 16

3 pillars of ethical organization

Back 16

Ethical Individuals
Ethical Leadership
Organizational structure

Front 17

Ethical Individuals

Back 17

hones, have integrity, strive for a high level of moral development.

Front 18

Ethical leadership

Back 18

provides the necessary actions, committed to ethical values and helps others to embody those values

Front 19

organizational structure

Back 19

embodies a code of ethics, and methods to implement ethical behavior

Front 20

Social Responsibility

Back 20

Organizations obligation to make choices and take actions to contribute to welfare of society and organization. balance needs of stakeholders

Front 21

Goal

Back 21

desired future state that the organization attempts to realize

Front 22

plan

Back 22

a blueprint specifying the resource allocations, schedules to attain goals

Front 23

planning

Back 23

determining the organizations goals and the means for achieving them. (most fundamental management function.)

Front 24

Goal/plan triangle

Back 24

Mission Statement, Strategic goals, tactical goals, operational goals.

Front 25

Smart Goals

Back 25

Specific, measurable, attainable, relevant(results oriented), Time based

Front 26

MBO- Management by objective

Back 26

Overall organization objectives, divisional objectives, department objectives, individual objectives

Front 27

Strategic Management

Back 27

Set of decisions and actions used to implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals

Front 28

Grand Strategies

Back 28

Growth, Stability, Retrenchement

Front 29

Levels of Strategy

Back 29

Corporate level, business level, functional level

Front 30

Strategy Formulation

Back 30

Porters Five Forces
Competitive strategies

Front 31

Porters five forces

Back 31

bargaining power(suppliers)
Bargaining power( Buyers)
Potential new entrants
Rivarlry among competitors
Threat of substitutes

Front 32

Competitive strategies

Back 32

differentiation, cost leadership, focus

Front 33

Decision

Back 33

choice made from available alternatives

Front 34

Decision making

Back 34

process of identifying problems and opportunities and resolving them

Front 35

Programmed decisions

Back 35

Situations occurred often enough to enable decision rules to be developed and applied in the future
Made in response to recurring organizational problems

Front 36

Non programmed decisions

Back 36

in response to unique, poorly defind and largely unstructured, and have important consequences to the organization

Front 37

possibility of failure

Back 37

programmed=low, certainity
non programmed=high, ambiguity

Front 38

Three decision making models

Back 38

classical model
administrative model
politcal model

Front 39

Classical model/rational decision

Back 39

Rest on two major assumptions
*people have access to all info that they need
*people make decisions by choosing the best possible solution to a problem or response to an opportunity

Front 40

Administrative model

Back 40

bounded rationality=people have limits on how rational they are
satificing=decision makers choose the first solution alternative that satifies minimal decision criteria

Good enough

Front 41

political model

Back 41

Most often and real. conflicting goals, coalition of members, decisions are complex

Front 42

Six steps in the managerial decision making process

Back 42

recognition of decision requirement,
diagnosis and analysis of causes,
development of alternatives,
selection of desired alternative,
implementation of chosen alternative,
evalution and feedback,

Front 43

Organization

Back 43

organizationis the deployment of resources to achieve strategic goals
key characteristics are work specialization
span of management
centralizations/decent.

Front 44

Organizational structure

Back 44

authority, responsibilty, accountabilty, delegation

Front 45

Aspects of Organization

Back 45

chain of command
unity of command principle
line vs staff positions

Front 46

Departmentalization

Back 46

vertical functional approach
divisional approach
matrix approach
team based approach
network approach

Front 47

Vertical functional approach

Back 47

people are grouped together in departments by common skills

Front 48

divisional approach

Back 48

grouped together based on a common product, market, or geographical region.

Front 49

matrix approach

Back 49

functional and divisional chains of command. many employees report to two bosses.

Front 50

team based approach

Back 50

created to accomplish specific tasks. use cross fucntional or permentanet teams to improve horizontal coordination and decentralize decision making authority

Front 51

network approach

Back 51

small, central hub electronically connected to their other organizations that perform vital functions. departments are independent, and can be loacted anywhere.

Front 52

Six moral rights

Back 52

Right of free consent
right to privacy
right of freedom of conscience
right of free speech
right to due process
right to life and safety

Front 53

Three types of justice approaches?

Back 53

Distributive
Procedural
Compensatory

Front 54

Distributive justice

Back 54

Different treatment of people should not be based on arbitrary characteristics

Front 55

Procedural Justice

Back 55

Rules should be clearly stated
Rules should be consistently and impartially enforced

Front 56

Compensatory justice

Back 56

individuals should be compensated for the cost of their injuries by the party responsible, if no control=no responisibility

Front 57

Strategic goals

Back 57

Where the organization wants to be in the future.
Pertains to organization as a whole.

Front 58

Tactical Goals

Back 58

Apply to middle management
Goals that defind the outcomes that major divisions and departments must achieve

Front 59

Operational goals

Back 59

Specific and measurable results
Departments, work groups, and individuals.

Front 60

Competitive advantage

Back 60

core competencies
developing synergy
creating value for customers

Front 61

portfolio strategy-corporate level

Back 61

mix of business units and product lines that fit together to be logical and synergy and competitive advantage.

Front 62

6 steps to decision making, classical

Back 62

Define problem
identify decision criteria
weight the criteria
generate alternatives
rate each alternative on each criterion
compute the optimal decision

Front 63

Problems with classical/rational

Back 63

Dont have all info, may take too much time to collect info, cant use all info, hard to identify best solution.

Front 64

Work specialization
(division of labor)

Back 64

Entire job broken down in steps, individuals specialize in doing part of activity

Front 65

Authority

Back 65

rights inherent in a position to give orders and expect oreders to be obeyed. In positions, accepted, in vertical hierarchy

Front 66

Unity of command principle

Back 66

concept of an unbroken line of authority

Front 67

Responsibilty

Back 67

duty to perfomr the task or activity an employee has been assigned

Front 68

accountability

Back 68

authority and responsibily are brought into alignment, report outcomes

Front 69

Delegation

Back 69

transfer authority and responsibility

Front 70

Chain of command

Back 70

Unbroken line of authority that extends from the top of the organization to the lowest.

Front 71

Line and staff positions

Back 71

Line managers have authority to make organizational decisions, support staff provide support and assistitance

Front 72

span of management

Back 72

determines the number of levels and managers an organization has

Front 73

Centralization

Back 73

decision making and authority are concentrated at a single point in the organization, little input from lower level personnel

Front 74

decentralization

Back 74

decision making and authority are pushed down to those closet to the action, more people are making decisions

Front 75

departmentalization

Back 75

type of product, geography, functions, how people are grouped