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Business Ethics > Final Exam > Flashcards

Final Exam Flashcards

(50 cards)

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1
Q

First Short Answer Gaining Power and Influence

A

Two Basic Factors that determine individuals power in an organization.

  • Position Characteristics
  • Things that deal with their position:

Centrality
Flexibility
Visibility
Relevance

  • Personal Attributes Expertise
    Attraction
    Effort
    Legitimacy
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2
Q

Position Characteristics

A

Centrality
Flexibility
Visibility
Relevance

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3
Q

Centrality

A

Access to information in a communication network. Power is accrued via horizontal and vertical relationships

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4
Q

Flexibility

A

Freedom to exercise judgement

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5
Q

Visibility

A

Interacting with influential people; presentations vs. reports; task forces

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6
Q

Relevance

A

Working on the central objectives and issues in an organization

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7
Q

Personal Attributes

A

Expertise
Attraction
Effort
Legitimacy

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8
Q

Expertise

A

Work Related Knowledge from education, self learning, and experience

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9
Q

Attraction

A

Charisma, agreeable behavior, physical characteristics

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10
Q

Effort

A

Desirable quality; viewed as sign of dedication and commitment; know your boss!

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11
Q

Legitimacy

A

Taking action congruent with the prevailing value system (i.e. vision/mission/competitive advantage)

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12
Q

Being able to to transform power into influence

A

Retribution
Reciprocity
Reason

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13
Q

Retribution

A

Forcing others to do what you want

Direct Approach: Coercion (threaten)

Indirect Approach
Intimidation (pressure)

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14
Q

Reciprocity

A

Motivate others to do what you want

Direct Approach:
Bargaining

Indirect Approach:
Ingratiation

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15
Q

Reason

A

Demonstrate sensibility of doing what you want

Direct Approach:
Present Facts (or needs)

Indirect Approach:
Appeal to personal values

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16
Q

Expectancy Theory

A

The theory that states employees are able to be rational about how much work to perform

  • Job outcomes
    -Valences
  • Instrumentality
  • Expectancy
  • Force
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17
Q

Job Outcomes

A

Things organizations provide their employees (promotion, vacation time, pay, etc…)

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18
Q

Valences

A

Employees feelings about the outcomes

Usually +10 -10 scale

each outcome has a valence

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19
Q

Instrumentality

A

Extent to which I believe the obtainment of an outcome is related to my performance

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20
Q

Expectancy

A

Degree to which I believe that, If i put forth the effort I can achieve the needed performance level

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21
Q

Force

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A

Amount of pressure within the individual to be motivated

22
Q

Equity Theory

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A

Feelings of inequity cause tension. The greater the inequity, the greater the tension

Person will be motivated to reduce tension

23
Q

Job Characteristics Model Core dimensions

Study These Flashcards
A

Skill Variety
Task Identity
Task Significance
Autonomy
Feedback

24
Q

Job Characteristics Model Critical Physiological States

Study These Flashcards
A

Experienced meaningfulness of work

Experienced responsibility of outcomes of work

Knowledge of actual results of work activities

25
Incremental Change vs Fundamental Change
fine tune change vs big philosophical or cultural change
26
Change can be either blank or blank
reactive or proactive
27
Maximizing return on people from course pack article
NO CLUE but 3 questions on this
28
Theory of Reasoned action
Beliefs Attitude Intention Job Performance
29
Know the ven diagram (four questions)
NO CLUE about this
30
Rater Motivation
Managers giving out favorable ratings Reasons for it: - no reward/sanctions for accuracy - needed by subordinate for promotion/salary increases - reflect managers performance - avoid negative reactions - politics
31
False positives
+ covid test when you are not sick (Accept)
32
False Negatives
- covid test when you are sick
33
True Positives
+ covid test when you are sick
34
True negative
- covid test when you are not sick
35
We can predict how employee is going to do by using equation and plugging in X
36
we can solve for Y and increase level of productivity and create cut scores
37
Work Sample Test
Candidate asked to actually perform a representative sample of work Among the most valid predictors Excellent Face validity and applicant acceptance
38
Civil Rights act of 1964 (Title 7)
It shall be an unlawful employment practice for an employer to fail or refuse to hire or to discharge any individual to otherwise to discriminate against any individual
39
The big 5
Race Color Religion Sex National Origin
40
Equal employment opportunity commission
receives and investigates complaints, issues guidelines and monitors hiring practices
41
Sexual harrassment
quid pro quo and hostile environment
42
43
Adverse impact math
is the selection ratio of one group is not atleast 4/5 of the majority group SEE SLIDE Take amount of hired divide by number of total applicants, then divide it by the ratio of the opposite.
44
Short answer #2 Motivating others Hackman and Oldams Job Characteristics Model
skill variety task identity task significance autonomy feedback Apply this to our own sense of motivation at my orginization
45
Short Answer #3
Establishing climate positivity Creating readiness Being able to articulate a vision Generate commitment to the change effort Institutionalizing the Change
46
Short answer #4
Theory of reasoned action beliefs attitude intention Job performance Theories are meant to describe and predict human behavior. How can this theory be utilized to explain and predict why their employees might be motivated?
47
Short answer #5 Ven diagram of performance appraisal
Ven diagram conceptual criteria - what we conceptualize to rate an employee - Criterion deficiency things that should have been in actual but are left out Actual criteria - how we operationalize our theoretical criteria into some actual form into how we rate employee performance - Criterion contamination random errors in employee evaluation Intersection of these two - Criterion relevance - Validity of performance appraisal
48
Short Answer #6 Human resources selection
Two psycho metric criteria for evaluating any kind of assessment that are essential to have an effective program Reliability and Validity Reliability is all about consistency Validity is inference based. Do the scores give something useful in correlation with Job performance Content validity vs. Criterion related validity
49
Short answer #7
when want to see a Linear relationship between our criteria and a given test y=a+bx this linear equation can be useful to human resources
50
Short answer #8
two theories of discrimination Disparate treatment - plantif would need to show that the employer intentionally discriminated against the employee Adverse impact - intentions are irrelevant - employer can have the effect of disadvantaging a certain group - statistical disparity between groups and the 4/5 rule

Business Ethics (3 decks)

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