Final Exam Flashcards
1
Q
Absolutist
A
Duty-Based Ethics.
Very strict and emphasis on rules and commitment to duty.
2
Q
Agape
A
Care-Based Ethics.
Totally selfless, pure, unconditional love that you can give to another. This is all about the other person.
3
Q
Aristotle
A
Virtue Ethics.
He’s all about finding a happy medium being overdoing something or underdoing it.
4
Q
Autonomy
A
Freedom to do as you please or acting independently.
5
Q
Jeremy Bentham
A
Utilitarianism.
6
Q
Care-Based Ethics
A
Starts of during time of Christ. It has religious foundations Golden rule: "Love thy neighbor as thyself" and "Do to others as you would do to you." Reversibility Agape (Greek term)
7
Q
Categorical Imperatives
A
Duty-Based Ethics.
Commands that fit in certain categories. When it comes to the category of life, the command is to do no harm. Category of truth, the command is to not lie.
8
Q
Consequentialist
A
Utilitarianism.
End results matter.
9
Q
Criticisms of the Different Ethical Approaches
A
Virtue: The middle ground doesn’t always exist in every situation.
Care-Based: World peace would exist if this approach existed.
Duty-Based: So rigid/locked in. Not realistic bc life is not that clear cut.
Utilitarianism: Relies too much on prediction bc it’s so focused on the outcome.
Social Contract: Too malleable, not set in stone. They’re apt to be rewritten.
Relativism: It’s not ethics. No roadmap like the others bc there’s no telling what is ethical or not.
Egoism: Selfish. Not even close to being an ethical approach.
Feminist: Creates a battle of the sexes. More friction bc sometimes seen as more aggressive.
10
Q
Deontological
A
Duty-Based Ethics.
Deon-duty.
11
Q
John Dewey
A
Relativism.
American philosopher known for wanting to improve education in the 1900s.
12
Q
Diversity Spectrum
A
Friendly to Diversity Interests: Feminist, care-based, duty-based
Middle: Virtue and relativism
Potentially Hostile to Diversity Interests: Social contract, utilitarianism, egoism.
13
Q
“Do unto others as you would have them do unto you”
A
Care-Based Ethics.
14
Q
Duty-Based Ethics
A
Begins during 1700s in Germany with philosopher Kant.
Focus: As human beings, we have certain duties to abide by.
Maxims/universal laws, absolute truths, categorical imperatives
“the ends do not justify the means”
Non-consequentialist/deon(duty)tological- it’s not about the consequence, it’s about the initial action.
15
Q
Egalitarian
A
Social Contract Ethics.
Relating to or believing in the principle that all people are equal and deserve equal rights and opportunities.
16
Q
Egoism
A
Focus: Me. Doing what works for me and not care for others.
“It’s all about me.”
Egoists would say it’s an extreme form of consequentialist thinking on how it affects me.
17
Q
“Ends justify the means”
A
Utilitarianism.
18
Q
“Ends do not justify the means”
A
Duty-Based Ethics.
19
Q
Feminist Ethics
A
Focus: A rationale way of life includes reason, but infuses some thought process into that (emotions). The analytical way to life isn’t the whole picture.
Emphasis on relationships, nurturing, connectedness.
“Think with your heart as well as your head.”
Like care-based, but not religious overtones.
20
Q
Golden Mean
A
Virtue Ethics.
Middle road.
21
Q
Golden Rule
A
Care-Based Ethics
Love thy neighbor as thyself and do unto others as you do unto yourself.
22
Q
“Greatest good for the greatest number”
A
Utilitarianism.
23
Q
Harmonious/Communal Living
A
Social Contract Ethics.
24
Q
Thomas Hobbes
A
Social Contract Ethics.
25
"If society agrees to it, it's what we do"
Social Contract Ethics.
26
Immanuel Kant
Duty-Based Ethics.
27
John Locke
Social Contract Ethics.
28
"Love thy neighbor as thyself"
Care-Based Ethics.
29
"Me, me, me...It's all about me"
Egoism.
30
John Stuart Mill
Utilitarianism.
31
Non-Consequentialist
Duty-Based Ethics.
32
Original Position
Social Contract Ethics.
| Assume a blank state when you step behind the veil of ignorance.
33
Progressivism
Relativism.
| Called this because this approach has progressed far away from traditional ethical thinking.
34
John Rawls
Social Contract Ethics.
| American philosopher and added the veil of ignorance and original position in the 1900s.
35
Relativism
Another response to Kant (duty-based ethics).
Late 1800s-mid 1900s.
Bertrand Russell and John Dewey.
Also known as progressivism or situation ethics.
Focus: Places a lot of emphasis on the individual and their unique situation.
Ex. cheating on a final to graduate. This approach tells us that this is relative to his situation and the person thinks it's ethical under the circumstances.
"It depends on the situation and the parties involved." or "whatever floats your boat."
36
Reversibility
Care-Based Ethics.
| Reverse the situation and imagine yourself in someone else's shoes.
37
Robin Hood
Duty-Based disagrees with this actions.
| Utilitarianism agrees with this actions.
38
Jean Jacques Rousseau
Social Contract Ethics.
39
Bertrand Russell
Relativism.
40
Safe Harbor
Created by the FCC to allow tv stations to air explicit, gory, inappropriate things from 10 pm to 6 am while kids are not watching.
41
Secular
Of or relating to worldly things or to things that are not regarded as religious, spiritual, or sacred.
42
Situation Ethics
Relativism.
43
Social Contract Ethics
During 1600s-1700s in Europe.
Some of the thinkers: Thomas Hobbes, John Locke, and Jean Jacques Rousseau.
Focus: Creating a situation where people can live in harmony / communal living.
Egalitarian - equal voice, equal society which is how we should live.
"If society agrees to it, then that's what we should do" or "let's put it to a vote."
It's not necessarily voting, but either accepting or rejecting these social contracts, for example red light to stop, we all just agreed that we stop at the red light, and if enough people want to change stopping to another color, then they can so that people can live in harmony to not stirrup drama.
Criticisms: too maleable, not set in stone. They're apt to be rewritten (ex. Gay marriage when it was originally only hetero marriage).
John Rawls, an American philosopher,(during 1900s) liked social contracts but was bothered by the idea that it can be a problem to minorities. Added a new layer to this approach.
Before any of us vote, each of us should step behind an invisible curtain (veil of ignorance) and forget who we are and take an original position (blank slate).
If you don't know your identity under the veil, you're most likely going to vote against it bc you don't know how it'll affect you since you're in an original position (ex. Segregation).
44
Stakeholders
The parties that will be most affected by your actions.
45
Subjective
Egoism.
| Based on or influenced by personal feelings, tastes, or opinions.
46
"Take the middle road"
Virtue Ethics.
47
Teleological
Utilitarianism.
| End results matter.
48
Temperance
Virtue Ethics.
| Moderation.
49
"Think with your heart, as well with your head"
Feminist Ethics.
50
Universal Laws/Maxims
Laws that apply to everyone from all places.
51
Utilitarianism
Started during the 1800s in Britain with Jeremy Bentham and John Stuart Mill. Sort of a backlash to duty-based ethics.
"The greater good for the greatest number"
"The ends do justify the means"
Consequentialist/Teleological - end results do matter even if the initial actions may be bad.
52
Values/Obligations
Autonomy, confidentiality, democracy, dignity, fairness, financial considerations, free speech, harm, justice, loyalty, newsworthiness, privacy, professionalism, respect, taste, trust, truth, credibility, objectivity.
53
Veil of Ignorance
Social Contract Ethics.
| Created in 1900s, by John Rawls.
54
Virtue Ethics
Started off with Aristotle in Ancient Greece.
All about finding a happy medium between overdoing something or underdoing it.
Moderation/Temperence
Golden Mean: middle road
FCC created Safe Harbor
55
"Whatever floats your boat"
Relativism.
56
Gifts and Perks
Journalist's primary responsibility is to their readers and viewers, and when they accept favors, gifts, or other special considerations from vested interests or news sources, it raises serious questions about their objectivity.
57
Checkbook Journalism
Paying interviewees and sources to reveal information, which may taint the quality of the info because of the economic motives involved. It may not be accurate and it is not that uncommon even among mainstream media, although some are reluctant to acknowledge their participation.
58
Personal Relationships
Reporters are humans and sometimes develop personal relationships with or are perhaps even related to their sources. Under such circumstances, it may be difficult to maintain a sense of detachment.
59
"Journalist as Citizen"
Defending one's professional principles doesn't always engender public approbation. Even when reporters are on assignment, they do not shed their obligations of citizenship.
60
Vested Interests and Hidden Agendas
Conflicts between media practitioners' professional duties and their personal interests and agendas pose some intriguing questions. The ethical issue usually revolves around the degree to which outside relationships and vested interests are likely to influence one's professional judgement.
61
Junket
Gifts and Perks.
| A free trip (and perhaps food and lodging) paid for by some vested interest of a news source.
62
Media Concentration
A phenomenon in which decreasing numbers of individuals and organizations own media outlets, effectively concentrating the ownership of multiple organizations into the control of very few entities. It has allowed many newspapers that might otherwise have died to survive.
Concern: Some critics believe media concentration poses a threat to the free exchange of information and support the use of regulation to increase independence in media. So newspapers will be less inclined to write articles about the companies that own them.
63
Harm Principle
Individual liberty may be reasonably restricted to prevent harm to others.
64
Paternalism Principle
Morally offensive content should be controlled to prevent harm to self. In other words, exposure to obscene and other sexually explicit matter is harmful because it dehumanizes individuals and even corrupts their value system.
65
Moralism Principle
Society should control morally offensive content to prevent immoral behavior or the violation of societal norms.
66
Offense Principle
Some argue that society is justified in restricting individual liberty to prevent offense to others. In this context, offensive behavior is understood as behavior that "causes shame, embarrassment, discomfort, etc. to be experienced by onlookers" in public. This principle is usually employed to justify the protection of nonconsenting adults from public displays of offensive material.
67
Confidential Relationships Usually Arise in 3 Circumstances
Express promises, a sense of loyalty, and recognized by law.
68
3 Building Blocks to Cultural Competence
1) Navigate ethnocentrism (when you think your culture/beliefs are better than others; don't dismiss your beliefs but accept others).
2) Adapt instead of adopt (ex. visiting a foreign country/don't jump straight into their culture, learn and them adapt).
3) Be aware that culture has multiple dimensions:
- Low context culture (direct/ex. being direct in business and more physical distance like the US) vs. high context (indirect/focus more on the relationship than the business and requires reading more into body language like in Asia).
- Monochromic (one way of seeing time/ex. class starts at 10 like the US) vs. polychromic perspective of time (one or more ways of seeing time like Dominicans always showing up late).
- Low power distance (US with democracy and SU bc we've met the president and it's not that big of a deal) vs. high power distance (chain of command-can't see the president of like a company, but is this leadership or tyranny?).
- Individualism (It's ok to be different) vs. collectivism (what you need to do to make the community/family better. With social media, you can connect with extended families and has more sway in individualistic societies.
- Religious vs. secular (the US is between these two).
69
360-Degree Feedback
Communication Skills in 3 C's Model of Leadership.
| This is how you imagine how others see you and change how you are to better yourself.
70
Ableism
Cultural Competency in 3 C's Model of Leadership.
| -ism of mental and physical ability. Discrimination of disabled people.
71
"Adapting instead of adopting"
Building block to cultural competence.
| Ex. visiting a foreign country and not jump straight into their culture, learn and them adapt.
72
Agent/Dominant
Cultural Competency.
| The privileged person in power, compared to the subordinate who is targeted and marginalized.
73
Anti-Semitism
Prejudice against jews.
74
Authority-Compliance Leadership/Management
In Blake-Mouton Leadership Grid.
Having a high concern for results and a low concern for people. Parents fluctuate between this and country club leadership.
75
Authority (Five Types)
Coercive power (ability to punish others), reward power (ability to grant favors), referent power (ability to be likable, have charisma, and are dynamic), legitimate (having a legit title that holds power), expert powers (having expertise and knowledge).
76
Baby Boomers
Generation of people born in 1946-1964. Very large. Traditionalists.
77
Benevolent Dictator
When parents are both nice and mean to their children because they don't want to be tough all the time. Also, leaders want to see their workers succeed and treat them nice but sometimes they take advantage of the niceness and deteriorate in their work, so they have to switch.
78
Blake-Mouton Leadership Grid
A grid that determines what kind of leader you are based on your concern for both people and results.
Country Club Leadership has high concern for people but low concern for results.
Impoverished Leadership has a low concern for both people and results.
Authority Compliance Leadership has high concern for results and low concern for people.
Team Management Leadership has a high concern for both people and results.
79
Bottom-of-Shoe Anecdote
Cultural Competency.
Showing the bottom of your shoe in some cultures is very disrespectful so you have to know what to do and not to do in different cultures.
80
Classism
Prejudice against people of different class levels.
81
Country Club Leadership/Management
In Blake-Mouton Leadership Grid.
| Has high concern for people but low concern for results.
82
Cultural Competency/Cultural Literacy
Leaders need to be able to appreciate diversity and to make people feel respected. Have the ability to read people/situations and appreciate cultural diversity. You also have to understand that everyone has a social identity and each group has prejudice projected towards them.
83
Conceptual Skills
Skills Model of Leadership.
Involves working with ideas. This is seen in high levels of leadership.
Ex. Being the publisher of a newspaper and thinking of the future and goals of the newspaper.
84
De Facto Discrimination
Discrimination that occurs organically and is not compelled by law.
Ex. Greenwich village is a primarily LGBT community, but theres no law saying that only gays could live there.
85
De Jure Discrimination
Discrimination that occurs due to the law.
| Ex. Jim Crow Laws.
86
Prejudice vs. Discrimination
Prejudice is irrational opinions/attitudes about people in a group at an individual level and discrimination is irrational opinions/attitudes about people in a group at an institutional level.
87
Emotional/Social Intelligence
Communication Skills in 3 C's Model of Leadership.
| Being able to connect with others in many different levels.
88
Ethnocentrism
Evaluation of other cultures according to preconceptions originating in the standards and customs of one's own culture.
89
Five Common Identified Leadership Traits from Trait Model
Determination, intelligence, integrity, self-confidence, and sociability.
90
Generations
1929-45: Greatest Generation (grew up during the great depression).
1946-64: Baby boomers (born after all the soldiers returned from WWII).
1965-79: Generation X (known to be cynical/distrustful of the gov't due to all the protests in the 60s).
1980-2001: Millennials/Generation Y (known to be entitled, tech savvy, and multitaskers).
2002-present: Generation Z/iGeneration (known to surround their lives around technology).
91
Globalization
The process by which businesses or other organizations develop international influence or start operating on an international scale.
92
"Great Man" Model of Leadership
Trait Model of Leadership.
Looks at political, business, and military leaders because these leaders are born with something special, not made. List of common traits: determination, intelligence, integrity, self-confidence, and sociability.
Relies on the "great man" approach because historically all the leaders have been white males. It's pessimistic and limiting bc it doesn't allow for growth in leaders. It also ignores the impact on followers.
93
Heterosexism
Prejudice against people's sexual orientations.
94
Human Skills/Soft Skills
Skills Model of Leadership.
| Ability to work with people and this is needed at all levels of leadership bc of the need to work with your employees.
95
Iceberg of Difference
Characteristics about a person. Below the water aren't easy to tell but above the water are easy to tell.
Below the water: religion, class, sexual orientation, mental ability.
Middle: race/ethnicity.
Above the water: age, gender, and physical ability.
96
Impoverished Leadership
In Blake-Mouton Leadership Grid.
| Has low concern for both people and results.
97
"isms"
Prejudicial actions/comments against social identities.
Race/ethnicity (racism), gender (sexism), age (ageism), religion (anti-semitism, islamaphobia, etc.), sexual orientation (heterosexism), class (classism), physical and mental ability (ableism).
98
3 C's Model of Leadership
Credibility: need to be ethical (if he/she is ethical, then they're credible), knowledgeable, authority/power (coercive, reward, referent, legitimate, expert powers). People in power have 1 or more of those traits listed in the parenthesis.
Communication Skills: good writing skills (paves your path to a good leadership position), public speaking, interpersonal communication skills (b/t people and being able to get along with others)~emotional intelligence (being able to connect with others in many diff. levels), person centeredness (being able to understand what makes a person tick and sees the various dimensions of people instead of seeing them on a superficial level), self-awareness (good leaders need to look at themselves and see what they need to fix) and 360-degree feedback (imagine how others see you and change how you are to better yourself). Some leaders focus only on content, but that's a mistake. You also have to focus on tone, medium, context, and audience.
Cultural Competency: leaders need to be able to appreciate diversity and to make people feel respected.
99
"Leaders are born, not made"
Trait Model of Leadership.
100
"Leaders are made (through training and education), not born"
Skills Model of Leadership.
101
"Leadership is a balancing act - between concern for people and concern for results"
Style Model of Leadership.
102
Levels at Which Prejudice and Discrimination Occur
Prejudice occurs at an individual level and discrimination occurs at both an institutional and societal level.
103
Libertarian
Basically the idea where private companies owe nothing to the public.
104
Middle-Of-The-Road Leadership
Leadership right in the middle for concern of people and results.
105
Minnesota Multiphasic Personality Inventory and Myers-Briggs Type Indicator
Tests used by some companies to figure out if they have the five traits in the trait model of leadership.
106
Models of Leadership
Trait, Skills, and Styles Models.
Skills Model: Represents a shift from the models/moving away from fixed traits (born with these leadership traits) and moving more to embrace developable skills. 3 kinds of skills: conceptual, human, and technical skills. With time, education, and experience you can excel and become a better leader.
Styles Model: Describes diff. ways that people lead and does this by focusing on task behaviors and relationship behaviors. The effectiveness of these leaders depends on how these behaviors are combined.
107
Moral Agent
The ones who make ethical judgements, regardless of whether they are acting on their own volition or as institutional representatives.
108
Opportunism
Style Model of Leadership.
Person who takes advantage of any situation to make himself look better and achieve what they want so means that they'll bounce through any style.
109
Paternalism/Maternalism
Style Model of Leadership.
Occurs when a leader fluctuates between country club leadership and authority-compliance leadership bc thats's what parents do.
110
Wooden's Pyramid of Success
Allowed him to share his logic behind their placement in the structure: a foundation with important cornerstones, tiers that are set atop one another in a particular order, a heart, and an apex. A way for him to show the best qualities in his players.
111
Relationship Behaviors
Behaviors that show concerns for people.
112
Task Behaviors
Behaviors that show concerns for results.
113
Team Leadership
In Blake-Mouton Leadership Grid.
| Has high concern for both people and results.
114
Technical Skills
Skills Model of Leadership.
| Ability to work with things, which is needed at lower levels of leadership.
115
Weaknesses of Leadership Models
Trait Model: relies on the "great man" approach because historically all the leaders have been white males. It's pessimistic and limiting bc it doesn't allow for growth in leaders. It also ignores the impact on followers and situations (Is it more important to have all the traits or one depending on the situation?).
Skills Model: Same as trait model dressed in fancy clothing bc conceptual skills are similar to intelligence.
116
John Wooden
UCLA coach who taught his players to never care about the number of wins but about the effort you put into the games.
