Management Chapter 4

Front 1

Ethics

Back 1

The set of moral principles and values that defines right and wrong for a person or group

Front 2

Ethical behavior

Back 2

Behavior that conforms to a society's accepted principles of right and wrong

Front 3

Unethical Behavior

Back 3

Behavior that violates society's accepted principals of right and wrong (is illegal and/or breaches appropriate social standards)

Front 4

Workplace deviance

Back 4

Unethical behavior that violates organizational norms about right and wrong

Front 5

Production deviance

Back 5

Unethical behavior that hurts the quality and quantity of work produced

Front 6

Property deviance

Back 6

Unethical behavior aimed at the organization's property or products

Front 7

Employee shrinkage

Back 7

Employee theft of company merchandise

Front 8

Political deviance

Back 8

Using one's influence to harm others in the company

Front 9

Personal aggression

Back 9

Hostile or aggressive behavior toward others

Front 10

Ethical intensity

Back 10

The degree of concern people have about an ethical issue

Front 11

Magnitude of consequences

Back 11

The total harm or benefit derived from an ethical decision

Front 12

Social consensus

Back 12

Agreement on whether behavior is bad or good

Front 13

Probability of effect

Back 13

The chance that something will happen and then harm others

Front 14

Temporal immediacy

Back 14

The time between an act and the consequences the act produces

Front 15

Proximity of effect

Back 15

The social, psychological, cultural, or physical distance between a decision maker and those affected by his or her decisions

Front 16

Concentration of effect

Back 16

The total harm or benefit that an act produces on the average person

Front 17

Pre-conventional level of moral development

Back 17

The first level of moral development in which people make decisions based on selfish reasons

Front 18

Two stages of preconventional level of moral development

Back 18

1) Punishment and obedience: avoid punishment for yourself
2) Instrumental exchange: worry more about things that directly advance your wants and needs

Front 19

Conventional level of moral development

Back 19

The second level of moral development in which people make decisions that conform to societal expectations

Front 20

Two stages of conventional level of moral development

Back 20

3) Good boy, nice girl: Do what other "good boys" and "good girls" are doing
4) Law and Order: Look for external guidance but do whatever the law permits

Front 21

Postconventional level of moral development

Back 21

The third level of moral development in which people make decisions based on internalized principles

Front 22

Two stages of postconventional level of moral development

Back 22

5) Social Contract: What is better for society as a whole
6) Universal Principle: Depends on your principles of right and wrong

Front 23

Principle of long-term self-interest

Back 23

An ethical principle that holds that you should never take any action that is not in your or your organization's long-term self-interest

Front 24

Principle of personal virtue

Back 24

An ethical principle that holds that you should never do anything that is not honest, open, and truthful and that you would not be glad to see reported in the newspapers or on TV

Front 25

Principle of religious injunctions

Back 25

An ethical principle that holds that you should never take any action that is not kind and that does not build a sense of community

Front 26

Principle of government requirements

Back 26

An ethical principle that holds that you should never take any action that violates the law, for the law represents the minimal moral standard

Front 27

Principle of utilitarian benefits

Back 27

An ethical principle that holds that you should never take any action that does not result in greater good for society

Front 28

Principle of individual rights

Back 28

An ethical principle that holds that you should never take any action that infringes on others' agreed upon rights

Front 29

Principle of distributive justice

Back 29

An ethical principle that holds that you should never take any action that harms the least fortunate among us: the poor, the uneducated, the unemployed

Front 30

Overt integrity test

Back 30

A written test that estimates job applicants' honesty by directly asking them what they think or feel about theft or about punishment or unethical behaviors

Front 31

Personality-based integrity test

Back 31

A written test that indirectly estimates job applicants' honesty by measuring psychological traits such as dependability and conscientiousness

Front 32

Whistle-blowing

Back 32

Reporting others' ethics violations to management or legal authorities

Front 33

Social responsibility

Back 33

A business's obligation to pursue policies, make decisions, and take actions that benefit society

Front 34

Shareholder model

Back 34

A view of social responsibility that holds that an organization's overriding goal should be to maximize profit for the benefit of shareholders

Front 35

Stakeholder model

Back 35

A theory of corporate responsibility that holds that management's most important responsibility, long-term survival, is achieved by satisfying the interests of multiple corporate stakeholders

Front 36

Stakeholders

Back 36

Persons or groups with a "stake" or legitimate interest in a company's actions

Front 37

Primary stakeholder

Back 37

Any group on which an organizations relies for its long-term survival

Front 38

Secondary stakeholder

Back 38

Any group that can influence or be influenced by a company and can affect public perceptions about its socially responsible behavior

Front 39

Economic responsibility

Back 39

The expectation that a company will make a profit by producing a valued product or service

Front 40

Legal responsibility

Back 40

A company's social responsibility to obey society's laws and regulations

Front 41

Ethical responsibility

Back 41

A company's social responsibility not to violate accepted principles of right and wrong when conducting business

Front 42

Discretionary responsibility

Back 42

The expectation that a company will voluntarily serve a social role beyond its economic, legal, and ethical responsibilities

Front 43

Social responsiveness

Back 43

Refers to a company's strategy for responding to stakeholders' expectations concerning economic, legal, ethical, or discretionary responsibility

Front 44

Reactive strategy

Back 44

A social responsiveness strategy in which a company does less than society expects

Front 45

Defensive strategy

Back 45

A social responsiveness strategy in which a company admits responsibility for a problem but does the least required to meet societal expectations

Front 46

Accommodative strategy

Back 46

A social responsiveness strategy in which a company accepts responsibility for a problem and does all that society expects to solve that problem

Front 47

Proactive strategy

Back 47

A social responsiveness strategy in which a company anticipates responsibility for a problem before it occurs and does more than society expects to address the problem

Front 48

U.S. Sentencing Commission

Back 48

Regulatory agency that prosecutes and punishes unethical activities in organizations

Front 49

U.S. Sentencing Commission Guidelines for Effective Compliance

Back 49

1) Establish standards and procedures
2) Assign upper-level managers to be in charge
3) Delegate decision-making to ethical employees
4) Encourage reporting violations
5) Train standards and procedures
6) Enforce standards consistently and fairly
7) Improve program after violations