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40 Cards in this Set
- Front
- Back
High-Performance Organization
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designed to bring out the best in people and produce sustainable organizational results
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CHaractersitics of High-Performance Organizations
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Value people as human assets, respect diversity, and empower all members to fully use talents to advance organizational and pesonal performance/Mobilize teams taht build synergy from the talents of members and that have the freedom to exervise self-direction and initiative to maximize their performance contributions/Utilize the latest in information and production technologies, achieving success in bringing people and technology together in a performance context/Thrive on learning, with norms and cultures that that encourage knowledge sharing and enable members to experience continuous growth and development/achievment oriented, sensitive to the external environment, and focused on total quality management and being the best in deliverin customer satisfaction
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Stakeholders
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individuals, groups and other organizations affected by an organizations's performance
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Value Creation
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extent to which an organization satisfies the needs of strategic constituencies
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Total Quality Management
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total commitment to high-quality results, continuous improvement, and meeting customer needs
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Continuous Improvement
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belief that anything and everything done in the workplace should be continually improved
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Human Capital
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economic value of people with job-relevent abilities, knowledge, ideas, energies, and commitments
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Knowledge Workers
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use their minds rather than physical capabilities to bring value to organizations
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Intellectual Capital
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consists of the expertise, competencies, and commitment of an organization's workforce
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Empowerment
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allows people, individually and in groups, to use their talents to make decisios that affect their work
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Social Capital
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performance potential represented in the relationships maintained among people at work
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Workforce Diversity
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describes how people differ in such respects as age, race, ehtnicity, gender, physical ability, and sexual orientation
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Multiculturalism
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refers to pluralism and respect for diversityin the workplace
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Inclusivity
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degree to which the culture respects and values diversity and is open to anyone who can perform a job, regardless of their diversity attributes
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Glass Ceiling
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an invisible barrier preventing career advancements for women and minorities
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Ethical Behavior
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morally accepted as "good" and "right"
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Ethics Mindfulness
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an enriched awareness that causes one to cinsistently behave with ethical consciousness
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Utilitarian View
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ehtical behavior creates the greatest good for the most people
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Individualism View
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ethical behavior advances long-term self-interests
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Moral-Rights View
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eithical behavior respects and protects human rights
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Justice View
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ehtical behavior treats people impartially and fairly
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Procedural Justice
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the degree to which policies and procedures are properly followed
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Distributive Justice
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the degree to which all people are treated the same under a policy
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Interactional Justice
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the degree to which people are treated with dignity and respect
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Ethical Dilemma
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requires a person to choose among actions taht offer possible benefits while also violating ethical standards
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Social Responsibility
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obligation of organizations to behave in ethical and moral ways
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Whistleblower
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exposes the wrongdoing of others
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Corporate Governance
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the oversight of management decisions by boards of directors
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Ethics Leadership
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leadership with high moral standards
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Integrity
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involves acting honestly and credibly, with consistency
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Work-Life Balance
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deals with the demands from one's work and personal affairs
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Positive Organizational Behavior
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study and application of positive human strenghts and capacitites for performance improvements
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Globalization
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worldwide interdependence of resource flows, product markets, and business competition taht characterizes our new economy
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Job Migration
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transferring of jobs from one country to another
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Global Outsourcing
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occurs when domestic jobs are repalced with contract workers hired in otehr contries
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Organizational Transformation
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redesign of organizations to streamline, gain flexibility, and utilize new technologies for high performance
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Shamrock Organizations
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operate with a core group of permanent workers supplemented by outside contractors and part-time workers
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Personal Management
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ability to understand one's self individually and in the social context, and to continually learn from experience
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Self-Monitoring
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when a person observes and reflects on his or her behavior and adapts it to the situatuion
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Ways to Rationalize Unethical Behavior
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pretending the behavior is not really unethical or illegal/excusing the behavior by saying it's really in the organization's or your own best interest/assumin ghte behavior is OK because no one else is expected to find out about it/presuming your superiors will support and protect you if anything should go wrong
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