Management Final Ch. 3 & 6

Front 1

Moral Rights Rule

Back 1

Protects fundamental rights of everyone (death penality)

Front 2

Practical Rule

Back 2

A typical person in society would accept

Front 3

Justice Rule

Back 3

Everything should be fair

Front 4

Utilitarian Rules

Back 4

Creating the most good for most people

Front 5

Cultural Relativism

Back 5

No culture's ethics are superior. The values and practices of the local setting determine what is right or wrong. When in Rome, do as the Romans do.

Front 6

Ethical Imperialism

Back 6

Certain absloute truths apply everywhere. Universal values transcend cultures in determining what is right or wrong. Don't do anything you wouldn't do at home.

Front 7

Postconventional

Back 7

Principle - centered behavior. Stage 6 - Act according to internal principles. Stage 5 - Live up to societal expectations.

Front 8

Conventional

Back 8

Social - Centered behavior. Stage 4 - Follow rules, meet obligations. Stage 3 - Act consistently with peers, others.

Front 9

Preconventional

Back 9

Self-Centered Behavior. Stage 2 - Make deals for personal gain. Stage 1 - Aviod harm or punishment.

Front 10

Social responsibility

Back 10

Obligates organizations to act in ways that serve both it own interests and the interests of society at large.

Front 11

Obstructionist

Back 11

Concerned with being profitable. Mostly concerned with economic responsibility.

Front 12

Defensive

Back 12

Care about profit but follow rules and ethics. Ethical Responsibility.

Front 13

Proactive

Back 13

Cares about product but follows rules and laws is ethical and discretionary. Discretionary responsibility.

Front 14

Individual Ethics

Back 14

Values and what they consider to be the norm.

Front 15

Professional Ethics

Back 15

How managers and workers behave ethically

Front 16

Societal Ethics

Back 16

How managers and workers behave ethically

Front 17

Discrimination

Back 17

Occurs when someone is denied an employment opportunity for reasons that are not job relevant.

Front 18

Disparate Treatment

Back 18

A blantant discrimination against one person being denied emplyment because proactive characteristics. (Race, religion, Background, age, etc.)

Front 19

Adverse Impact

Back 19

Usually unintentional, discriminates against a group of people, and result of some employment plolicy.

Front 20

Equal Pay Act, 1963

Back 20

Gender and equal pay for equal work

Front 21

Age Discrimination in Emplyment Act, 1967

Back 21

40 is the starter age

Front 22

Americans with Disabilities Act 1990

Back 22

Reasonable accomidation and unique hardship

Front 23

Pregnancy Discrimination Act, 1978

Back 23

No time away from work

Front 24

FLMA, 1993

Back 24

Family Medical Lead Act, 12 weeks of leave and its unpaid and protects the job when you return.

Front 25

Equal Work

Back 25

skill, efoort, responsibility, and working conditions

Front 26

Quid Pro Quo

Back 26

Asking or forcing an employee to perform sexual favors in exchange for some reward or to avoid negative consequences.

Front 27

Hostile Work Environment

Back 27

Telling lewd jokes, displaying pornography, making sexual orientated remarks about someon's personal apperance, and other sex-related actions that make the work environment unpleasant.

Front 28

Utilization

Back 28

Measure your work force and demographic of those who would be qualified for this company. Gender, age, religion, and see if those people mirror eachother.

Front 29

Available Qualififed Workforce

Back 29

Say 50% White and 50% Balck.

Front 30

Targeted Recruiting

Back 30

Ads online, concerted effort to get it out for new employees to have the mirrow image of 50/50.

Front 31

BFOQ

Back 31

Bona Fide Occupational Qualification. Hiring someone because they have protected characteristics.

Front 32

Motivation

Back 32

The level, direction, and persistence of effort expended on a course of action. Forces internal and/or external to a person that arouse enthusiasm and persistence to peruse a certain course of action.

Front 33

Needs Theory

Back 33

Unfulfilled physiological and psychological desires of and individual. Explain workplace behavior and attitudes. Also called Content Theories.

Front 34

Motivator

Back 34

Intrinsic= Enjoy working, feel good, recognition, autonomy, responsibilty,etc.

Front 35

Hygiene

Back 35

Extrinsic= Your pay, money, benefits, working conditions, job security, effect supervision, etc.

Front 36

Hygiene Factors

Back 36

Elements of the job context. Sources of job dissatisfaction.

Front 37

Satisfier Factor

Back 37

Elements of the job context. Sources of job satisfaction and motivation.

Front 38

Acquired Needs Theory

Back 38

People acquire needs through their life experiences.

Front 39

Process Theories

Back 39

Deal with how people make chocies to work hard or not.

Front 40

Equity Theory

Back 40

=Process Theory. When people believe that they have been treated unfairly in comparision to others they try to eliminate the discomfort and restore a perceived sense of equity to the situation

Front 41

Perceived Inequity

Back 41

The individual feels discomfort and acts to eliminate the inequity.

Front 42

Perceived Equity

Back 42

The individual is satisfied and doesn't change behavior.

Front 43

Perception

Back 43

Based off standards and everyone has their own perception to fairness.

Front 44

Equity Enhancing Retailiation

Back 44

People start taking stuff, items, things from a company. Let people have a say in their companies rules to prevent this from happening.

Front 45

Expectancy

Back 45

To achieve - Can i achieve the desired level of task performance? If I study hard I will pick the right answers.

Front 46

Instrumentality

Back 46

Task performance - what work outcome will be received as a result of the performance? If I pick the right answers then I will get a good grade.

Front 47

Valence

Back 47

Work related outcomes - how highly do I value work outcomes? How important is it to me?

Front 48

Motivation

Back 48

Expectancy x Instrumentality x Valence. If E, I, or V is low, then motivation will be low.

Front 49

Specific

Back 49

more motivating than vague or general goals. MEASUREABLE.

Front 50

Challenging

Back 50

Challenging but attainable

Front 51

Build Acceptance

Back 51

Getting feedback from emplyees, participation.

Front 52

Prioritize Goals

Back 52

Make sure you have long and short-term goals and get them done.

Front 53

Provide Feedback

Back 53

Setting a goal, provides feedback part, provides accountabl.

Front 54

Reward Performance

Back 54

Need to be consistent with the goals your setting. These need to be built into our goals which increases the like hood we achieve. These need to be bulit into our goals which keep expectancy theory high.

Front 55

Learning Theory

Back 55

shape peoples behaviors

Front 56

Operant Conditioning

Back 56

Applies law of effect to control behavior by manipulating its consequences.

Front 57

Positive Reinforcement

Back 57

Give a reward to reinforce the desired behavior. Ex: Dog gets treat by sitting down.

Front 58

Negative Reinforcement

Back 58

Take something away as their reward for the desired behavior. Ex: If CU Football wins a game, they will have a day off practice.

Front 59

Positive Punishment

Back 59

If someone dose something bad you get extra work to do as a result of undesired behavior. Ex: Chores, spanking, shock collar.

Front 60

Negative Punishment

Back 60

Getting something taken as a result undesired behavior. Ex: Prison = taking away freedoms.

Front 61

Extinction

Back 61

Used for undesired behavior, extinguish undesired behavior by ignoring behavior. Ex: Ignore kids when annoying, and they will stop.

Front 62

Entrpreneurship

Back 62

Creating, discovering, evaluating, and acting on opportunity