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40 Cards in this Set

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High-Performance Organization
designed to bring out the best in people and produce sustainable organizational results
CHaractersitics of High-Performance Organizations
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
Stakeholders
individuals, groups and other organizations affected by an organizations's performance
Value Creation
extent to which an organization satisfies the needs of strategic constituencies
Total Quality Management
total commitment to high-quality results, continuous improvement, and meeting customer needs
Continuous Improvement
belief that anything and everything done in the workplace should be continually improved
Human Capital
economic value of people with job-relevent abilities, knowledge, ideas, energies, and commitments
Knowledge Workers
use their minds rather than physical capabilities to bring value to organizations
Intellectual Capital
consists of the expertise, competencies, and commitment of an organization's workforce
Empowerment
allows people, individually and in groups, to use their talents to make decisios that affect their work
Social Capital
performance potential represented in the relationships maintained among people at work
Workforce Diversity
describes how people differ in such respects as age, race, ehtnicity, gender, physical ability, and sexual orientation
Multiculturalism
refers to pluralism and respect for diversityin the workplace
Inclusivity
degree to which the culture respects and values diversity and is open to anyone who can perform a job, regardless of their diversity attributes
Glass Ceiling
an invisible barrier preventing career advancements for women and minorities
Ethical Behavior
morally accepted as "good" and "right"
Ethics Mindfulness
an enriched awareness that causes one to cinsistently behave with ethical consciousness
Utilitarian View
ehtical behavior creates the greatest good for the most people
Individualism View
ethical behavior advances long-term self-interests
Moral-Rights View
eithical behavior respects and protects human rights
Justice View
ehtical behavior treats people impartially and fairly
Procedural Justice
the degree to which policies and procedures are properly followed
Distributive Justice
the degree to which all people are treated the same under a policy
Interactional Justice
the degree to which people are treated with dignity and respect
Ethical Dilemma
requires a person to choose among actions taht offer possible benefits while also violating ethical standards
Social Responsibility
obligation of organizations to behave in ethical and moral ways
Whistleblower
exposes the wrongdoing of others
Corporate Governance
the oversight of management decisions by boards of directors
Ethics Leadership
leadership with high moral standards
Integrity
involves acting honestly and credibly, with consistency
Work-Life Balance
deals with the demands from one's work and personal affairs
Positive Organizational Behavior
study and application of positive human strenghts and capacitites for performance improvements
Globalization
worldwide interdependence of resource flows, product markets, and business competition taht characterizes our new economy
Job Migration
transferring of jobs from one country to another
Global Outsourcing
occurs when domestic jobs are repalced with contract workers hired in otehr contries
Organizational Transformation
redesign of organizations to streamline, gain flexibility, and utilize new technologies for high performance
Shamrock Organizations
operate with a core group of permanent workers supplemented by outside contractors and part-time workers
Personal Management
ability to understand one's self individually and in the social context, and to continually learn from experience
Self-Monitoring
when a person observes and reflects on his or her behavior and adapts it to the situatuion
Ways to Rationalize Unethical Behavior
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