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52 Cards in this Set
- Front
- Back
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CONSEQUENTIALIST MORAL REASONING |
People justify their reasoning based on the consequences |
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CONSEQUENTIALIST MORAL REASONING - UTILITARIANISM |
Greatest outcome for the most amount of people. Greater outcome for the greater number |
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CONSEQUENTIALIST MORAL REASONING - EGOISM |
Focussing on yourself, better outcome for you |
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DEONTOLOGICAL MORAL REASONING |
Human rights based theory. Killing someone is known as being wrong. Showing human dignity |
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VIRTUE MORAL REASONING |
Making choices you yourself are happy with. Displaying courage and standing up for what you think is right |
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What are Ed Freeman's 3 Stakeholder approach perspective strategies? |
Narrow Stakeholder Approach Basic 5 Stakeholder Approach Noble Cause Stakeholder Approach |
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NARROW STAKEHOLDER APPROACH |
2 or 3 major stakeholders. Focus on creating big value by having employees that are enthusiastic about their jobs which leads customers to buy. Narrow - Focussing on a small proportion. |
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BASIC 5 STAKEHOLDER APPROACH |
Getting everyone inside the organisation on board. Employees, customers, suppliers, shareholders, community. Broad approach |
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NOBLE CAUSE STAKEHOLDER STRATEGY |
Companies have a purpose of making the world a better place. E.g World Vision. Making a difference in the world. Values at the centre of their approach |
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WHO SETTLED IN NZ FIRST? WHO WROTE ABOUT NZ FIRST? WHO MAPPED NZ? WHY WAS IT NAMED AOTEROA? WHY WAS IT NAMED NZ? |
KUPE ABLE TASMAN CAPTAIN JAMES COOK KUPE WIFE ZEALAND, HOLLAND |
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WHAT IS THE WAITANGI TRIBUNAL? |
Permanent permission to enquire about any gotv breaches of land policies. Can provide a claim. When is started only claims after the tribunal could be enquired about. |
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WHAT ARE THE 3 PHASES OF LEWIN'S CHANGE PROCESSES |
UNFREEZING CHANGING FREEZING |
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LEWIN'S CHANGE PROCESS UNFREEZING |
People have to be prepared for change. Preparing, letting an employee know there's a possible promotion coming up. Manager telling an employee their performance is bad. This can sometimes cause conflict depending on morals |
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LEWIN'S CHANGE PROCESS CHANGE |
Implementing the change. Making the change happen such as moving the employee to a different location of work. If the first stage isn't handled well this can cause conflict. |
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LEWIN'S CHANGE PROCESS FREEZING |
Ensuring the change has been implemented and is working. Ensuring staff that the change was necessary and that the staff see value in this decision. Staying in touch and monitoring the change. |
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WHAT IS PLANNED AND UNPLANNED CHANGE? |
PLANNED - Deciding someone's performance is bad and they need to be fired UNPLANNED - Cant see these changes coming, earthquake or financial crisis |
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WHAT ARE THE 3 CHANGE STRATEGIES? |
FORCE - COECION - Manager forces employee RATIONAL PERSUASION - Using data SHARED POWER - Discussion with employee |
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WHAT CHANGE STRATEGY HAS AN IMMEDIATE EFFECT BUT IS ONLY TEMPORARY? WHAT CHANGE STRATEGY TAKES TIME BUT IS PERMANENT? |
FORCE COECION SHARED POWER |
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FORCE - COESION |
Manager telling an employee what to do. No discussion, taking advantage of the hierarchy scheme. Based on power put in place by the organisation. This change is fast and temporary |
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RATIONAL PERSUASION |
Using data to reinforce something. Statistics, weekly reports, documented information. |
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SHARED POWER |
Manager having a conversation with an employee to work out a solution. Two minds is better than one. This change is slow but long term. |
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WHAT IS ORGANISATIONAL CULTURE? |
Family culture, business culture, sporting culture. The way things are done in this organisation. Looking at an organisation and being able to tell what their organisation is all about. |
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WHAT IS CORE CULTURE? |
What the culture is actually like. Shared values - moral principals or set standards Assumptions - working at mega air is fun Beliefs - treating others with respect Norms - We all wear a tie. Start at 9am. |
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WHAT 4 FACTORS MAKE UP CORE CULTURE? |
Shared values - moral principals or set standards Assumptions - working at mega air is fun Beliefs - treating others with respect Norms - We all wear a tie. Start at 9am. |
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WHAT IS OBSERVABLE CULTURE? |
How do we actually see the culture, what we think it'll be like? Stories - tell people what we experienced Heroes - You should meet the boss she's hot Rites/Rituals - Weekly work drinks, awards. Symbols. CEO car park, can tell its a hierarchy |
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WHAT 4 FACTORS MAKE UP OBSERVABLE CULTURE |
Stories - tell people what we experienced Heroes - You should meet the boss she's hot Rites/Rituals - Weekly work drinks, awards. Symbols. CEO car park, can tell its a hierarchy |
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WHAT IS THE DIFFERENCE BETWEEN CORE CULTURE AND OBSERVABLE CULTURE |
Core culture - What the organisation is actually like. Observable culture - What we assume the organisations culture is like. |
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WHO IS THE SENDER? |
The person sending the message. They must choose a channel (text,email,voice) and they must encode - what message am I trying to get across? |
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WHAT IS A CHANNEL? WHAT IS A ENCODE? |
Channel - what platform your sending the message through (text,email,voice). Encode - What message are you trying to get across? |
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WHAT IS NOISE? |
Noise is whats happening from the time the sender sends a message, till when the receiver gets the message. |
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WHAT FACTORS MAKE UP NOISE? |
SEMANTIC PROBLEMS - Relationship between the words in the message, how we interoperate them. ABSENCE OF FEEDBACK - Have they responded yet? IMPROPER CHANNELS - Sending email when text is more appropriate. PHYSICAL DISTRACTIONS - Other people in the room talking. STATUS EFFECTS - Relationship between the two CULTURAL DIFFERENCE - Taking something in the wrong context. |
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PERCEPTION AND DISTORTION THE 4 FACTORS |
STEREOTYPES - Age, gender, race. HALO EFFECT - Dress well, talk well, smile SELECTIVITY - Talk about the good things but leave the bad PROJECTION - Can't assume everyone has the same interests or the same level of understanding. |
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WHAT IS PROJECTION? |
Can't assume everyone has the same interests or the same level of understanding of a certain product. |
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DESCRIBE MAZLOW'S HIERARCHY OF NEEDS |
Once an employee reaches a certain level, how do we motivate them to strive to reach the next level. People have a comfort zone that when they reach they get bored and stop putting so much effort in. We have to drive them out of that zone and make them strive for greatness. |
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WHAT ARE THE 5 STAGES OF MAZLOW'S HIERARCHY NEED CHART? |
Self Actualisation Esteem Social Safety Phycological |
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DESCRIBE WHAT PERSONAL TERMS EACH LEVEL OF MAZLOW'S NEED CHART HAS
SELF ACTUALISATION ESTEEM SOCIAL SAFETY PHYCOLOGICAL |
Self actualisation - Education, Hobbies Esteem - Family and friends approval Social - Family and friends Safety - Freedom from war and violence Phycological - Food, water, shelter |
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DESCRIBE WHAT JOB FULFILLMENTS EACH LEVEL OF MAZLOW'S CHART HAS SELF ACTUALISATION ESTEEM SOCIAL SAFETY PHYCOLOGICAL |
Self actualisation - Advancement opportunities Esteem - Status, recognition, responsibility Social - Work groups, co-workers, clients Safety - Safe work environment, job security Phycological - Money, Salary/ |
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WHAT ARE THE 3 FACTORS THAT MAKE UP ALDERFER'S ERG THEORY? |
EXISTANCE - Food, water, being able to live RELATEDNESS - Sense of belonging GROWTH - Make an impact |
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EXPLAIN THE 3 FACTORS IN ALDERFER'S ERG THEORY EXISTANCE RELATEDNESS GROWTH |
EXISTANCE - Food, water, being able to live RELATEDNESS - Sense of belonging GROWTH - Make an impact |
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WHAT ARE THE 2 FACTORS IN HETZBERG'S 2-FACTOR THEORY |
HYGIENE - Pay, working conditions, benefits MOTIVATORS - Achievement, Responsibility |
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EXPLAIN THE TWO FACTORS IN HETZBERG'S 2 FACTOR THEORY HYGIENE MOTIVATORS |
HYGIENE - Pay, income, working conditions, policies, benefits. MOTIVATORS - Achievement, responsibility, recognition, growth. |
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DESCRIBE HUMAN RESOURCE MANAGEMENT |
Attracting, developing and maintaining a talented and energetic to support the organisations mission, goals and targets. |
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DESCRIBE HUMAN REOSURCE PLANNING |
Recruitment, selection, identification. What skills do they need, what kind of person are we looking for? |
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DESCRIBE ORIENTATION |
This is the training process of the new recruit. Getting them to understand the organisation and how things work. |
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DESCRIBE PERFORMANCE MANAGEMENT |
Benefits, how do we keep the recruits or staff performing at the highest level. How do we keep them in our organisation. |
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DESCRIBE THE EQUITY THEORY |
When people are advantageously treated they are more likely to perform. When staff feel unfairly treated they are more likely to perform badly as they feel dissatisfaction in the work environment. |
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WHAT IS INTERNAL AND EXTERNAL RECRUITMENT |
INTERNAL - Finding a promotion candidate in the work place. Moving them up the ranks EXTERNAL - Branching out to websites such as student job search or seek. |
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WHAT ARE THE 5 STAGES OF THE CONSUMER DECISION MAKING PROCESS |
Need/want recognition - Do I really need it Information research - seek trusted sources Evaluate options - rank alternatives Purchase - choose the product Post purchase evaluation - assess product |
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DESCRIBE THE 5 STAGES IN THE CONSUMER DECISION MAKING PROCESS NEED/WANT INFORMATION RESEARCH EVALUATE OPTIONS PURCHASE POST PURCHASE EVALUATION |
NEED/WANT RECOGNITION - Do I really need it, what else could I use the money for INFORMATION RESEARCH - seek trusted sources, past experience from that brand EVALUATE OPTIONS - rank alternatives, other uses of money, consider buying or not PURCHASE - choose the product, consider buying or not POST PURCHASE EVALUATION - assess product, add relation to further purchase of that product |
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WHAT ARE THE 7 P'S? |
PRODUCT PRICE PROMOTION PLACE PEOPLE PROCESSES PHYSICAL EVIDENCE |
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DESCRIBE THE PRODUCT, PRICE, PROMOTION AND PLACE |
PRODUCT - Does the coffee use sustainable beans that aren't harvested by slaves? PRICE - Is it affordable for students? PROMOTION - How was it advertised? PLACE - Does is have free wifi? |
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DESCRIBE THE PEOPLE, PROCESSES AND PHYSICAL EVIDENCE |
PEOPLE - Customer service, who will be in the same location interacting with you PROCESSES - Is it self serve, how's it made PHYSICAL EVIDENCE - Does it actually say that the coffee is made in India? Diagrams? |
