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453-2 > final (extra) > Flashcards

final (extra) Flashcards

1
Q

what are 7 positive impacts of ethical business practices

A
  • Lower personnel turnover
  • Innovation
  • Less internal conflict
  • Better brand reputation
  • Talent attraction and retention
  • Financial returns
  • Better personal condition – lower stress and better life
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2
Q

the biggest impact on an organization is

A

demonstrated leadership

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3
Q

leaders are more ______ in acting unethically

A

likely

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4
Q

businesses fail to chose the right leader ___% of the time and poor managers account for ___% of the variance in employee engagement scores

A

82 and 70

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5
Q

give 3 exmaples of unethical comapny behaviour

A
  • Enron and Arthur Anderson accounting fraud
  • Worldcom hid liabilities through subsidiaries it did not have to consolidate
  • EY and KPMG cheating on the ethics exam
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6
Q

what is swift trust

A

trust is given until a person proves they cannot be trusted

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7
Q

what smotivation is there for swift trust

A

external motivation

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8
Q

what are the two types of trust

A

swift and earned

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9
Q

what is earned trust

A

trust someone because they have proven trust worthy

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10
Q

when there is uncertainty which types of trust goes away first

A

swift

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11
Q

is proximity required to bui; trusting relations

A

no

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12
Q

what are 6 things that could happen when a psychological contract is broken

A
  • Quiet quitting
  • Quiet termination
  • Constructive dismissal
  • Abuse of assets or power
  • Gossip
  • Disengagement
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13
Q

what is bounded ratoinality

A

our decision making is limited by
- information available
- cognitive ability
- time

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14
Q

what does alex edman’s research say on firms taking part in social responsibility

A

they consistently outperform those that do no

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15
Q

Socrates – Rational Being says

A
  • Living better comes from seeking to live better through examining one’s life and actions
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16
Q

Aristotle – Virtue Ethics says

A

Ethics is a study of character, and excellent character is a precondition for happiness

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17
Q

Kant – Deontology says

A
  • Act in a way that is out of respect for humanity and others, and in accordance to the rules.
    o A decision may be right, but the outcome may not be desirable
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18
Q

John Stuart Mill and Jeremy Bentham – Utilitarianism say:

A
  • Action is right if it promotes the greatest happiness for the most amount of people
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19
Q

Adam Smith Beneficence –

A

Praiseworthy
o Things we do voluntarily
o Focus on happiness
o Desired state

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20
Q

Adam Smith - Justice –

A

Blameworthy
o Things we restrain ourselves from doing
o Focus on punishment
o Necessity
o Tend to act more swiftly

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21
Q

Moral Agency

A

– how we develop a moral standard on what is right and what is wrong
- Helps us develop uncomfortable feelings/emotions when doing things that step out of our morality

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22
Q

human decision making process tends to __________ rather than _________

A

satisfice, optimize

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23
Q

describe morals and are they internal or external

A

individuals system of values and principles that determine right from wrong – INTERNAL TO INDIVIDUAL

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24
Q

describe ethics and are they internal or external

A

basing decision on what is right or wrong based on standard provided externally by society or workplace – EXTERNAL TO INDIVIDUAL

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25
Q

what is legal, moral, and ethical is always the same?

A

no

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26
Q

Failing morally 3 consequences

A
  • Harm to others
  • Personal psychological injury – impact to soul
  • Damage relationships
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27
Q

Failing ethically 3 consequences

A
  • Harm to others
  • Damage to brand reputation
  • Negative impact on relationships and career
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28
Q

what is the slippery slope effect

A
  • People are more likely to tolerate unethical behavior from others when it happens gradually over time rather than in a sudden, abrupt change.
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29
Q

how to give difficult feedback (5)

A
  • Be compassionate
  • Be informed
  • Be curious
  • Discuss, don’t lecture
  • Focus on corrective action
30
Q

what % of leaders are born and made

A

30 born, 70 made

31
Q

what is the paradox of power study and what were the learnings

A
  • Those in power tend to take the last cookie more often
  • 3x more likely to interrupt a coworker, multitask during meetings and raise their voice
  • Acting above the law
    o Take bribes
    o MBAs engaging in self serving behaviour
    o More expensive vehicles having a lower pedestrian yield %
32
Q

we do not have an adequate moral compass, thus we look to

A

our leaders to fill in the gaps

33
Q

are leaders voulnerable to acting unethically

A

they are the most voulnerable as they have higher opinions of themselves and their personal ethics

34
Q

leadership immunity involves these 4 things

A
  • Hypocrisy
  • Moral licensing – indulgingin something negative after doing something good
  • God complex
  • Lack of empathy
35
Q

3 ways we learn leadership

A
  • Education
  • Experience/training
  • Observation
36
Q

what are the 2 types of change and describe them

A

adaptive - incramnetal, and in steps
transformative - large in scale and scope

37
Q

medals are usually given to those who sacrifice for others, in businsess its different because medals are given to those that

A

sacrifice others

38
Q

based on the power paradox, when individuals start to gain power, what qualities start to disapear

A

empathy, fairness

39
Q

define power

A

ability to impose your will onto others, usually through authority q

40
Q

what are 4 aspects of power

A
  • Unidirectional
  • Obedience is required
  • Individuals respond because they believe there are consequences if they don’t
  • Can negatively impact engagement
41
Q

define influence

A

ability to modify and shift others’ behaviours and beliefs due to persuasion or understanding – leading without authority

42
Q

what is influence built on

A

trust

43
Q

when influencing otehrs leders serve as _________ and share their _________

A

mentors, successes

44
Q

who you are - personal capital is made up of 4 things

A
  • IQ, EQ, SQ (social intelligence – can understand and navigate group dynamics), experience
  • Charisma
45
Q

social capital ( where you are) define

A
  • Strength of connections in formal and informal hierarchies, culture
46
Q

working capital (how you talk) defined

A
  • How you communicate, style, delivery, physical presence, timing
47
Q

what are the 7 types of power

A
  • Legitimate – through authority – formal
  • Reward – ability to give positive/desired rewards
  • Coercive – threats and consequences
  • Expert – technical knowledge
  • Information – access to knowledge
  • Referent – inspire people to be like them
  • Ecological – ability to change tasks, environment, process
48
Q

what are 6 ways to increase infleunce

A
  • Offer assistance
  • Stand out as a source of information
  • Step in to resolve conflicts
  • Persuade team members to think differently
  • Go above and beyond
  • Show interest in others
49
Q

what are the 4 most effective ways to infleunce

A
  • Persuasion – rational and logical
  • Inspiration
  • Consultation
  • Collaboration
50
Q

what are the 6 least effectiive ways to influence

A
  • Exchange offer – give something of value in exchange for what I want
  • Ingratiation/flattery
  • Personal appeal – taking advantage of a relationship
  • Coercion/pressure
  • Coalition – alliance of supporters
  • Power/authority
51
Q

what are some ai ethical issues

A
  • Protection of private information
  • AI bias (based on training data)
  • 3) proliferation of misinformation
  • 4) Internet of Things data collection and use
  • 5) computing’s effect on the environment
  • 6) mass storage of personal information
  • 7) intrusive cybersecurity
  • 8) ‘always-on’ culture
  • 9) worker displacement
  • 10) algorithms limiting exposure to information
  • 11) unequal access to health
  • 12) spyware
  • 13) blockchain’s vulnerability to scams
52
Q

what is the rembrandt example

A

In 2016, a computer designed and a 3D printer created a painting called “the Next Rembrandt,” analyzing 346 of his works to mimic his style and printed it with remarkable detail. Issue was, who was the real author, the engineers, the machine/algorithm, or Rembrandt

53
Q

implicit bias in recruiting exists, what are two ways to mitigate this

A
  • veil of ignorance
  • technology can shoertlist candidates more objectively
54
Q

ai can be compared as a child running with scissors because

A
  • Overestimate the good things, and underestimate the bad things that could happen
55
Q

what is gartners gap

A

As more data becomes available, decision-making improves, but organizations must use smarter methods to measure and analyze data due to fewer analytical staff.

56
Q

humans tend to focus on the _______, not the _________, and we tend to underestimate the ________

A

oppoortunity, harm, harm

57
Q

what % of companie say they have disciplined execs

A

44%

58
Q

types of unethical communicaiton(8 exmaples)

A
  • Spreading false information
  • Withholding vital information
  • Manipulative language
  • Exaggerating claims
  • Plagiarism
  • Gaslighting
  • Scapegoating
  • Fear-mongering
59
Q

parts of communication in a workplace (6)

A
  • Intention – should be to inform, encourage, coach
  • Style – professional, respectful
  • Occurs proactively
  • Critical consideration for 5Ws
  • 2 Way – ask to ensure accuracy of message and decoding
  • Psychologically safe environment
60
Q

possible reasons for unethical communicatinon (3)

A
  • Yielding to social pressures
  • Mistaking groupthink for teamwork
  • Telling the truth versus meeting workplace expectations
61
Q

methods to perform unethical communication

A
  • Supressing public knowledge
  • Hiding conflicts of interest
  • Exaggerating claims
  • Falsifying or fabricating information
  • Using visuals that distort the truth
  • Stealing private data
  • Misusing electronic information
  • Purposefully withholding required information
62
Q

3 aspects of communication in journalism

A

honesty
refraining from doing harm
fairness to all internal and external stakeholders

63
Q

the tim hortons unethical advertising

A

– misled users from its app regarding geolocation and data collection practices. Class members were enticed into becoming members for a free drink and baked good and were tracked while their phone was on

64
Q

some examples of recent unethical leaders we discussed in class

A
  • Elizabeth Holmes - falsified blood test results, risking patient lives and defrauding investors, ultimately facing criminal charges
  • Peter Hebblethwaite - abruptly firing 800 employees via prerecorded Zoom, leading to protests and condemnation from unions and the government.
  • Thomas Gottstein – continued to underperform because did not want to listen to others. Credit Suisse lost 4 billion from poor performance and compliance failure
  • Bob Chapek – refused to sign a gay rights bill on behalf of Disney – turned on his decision but the reputation was gone
  • Harvey Weinstein - ousted due to allegations of sexual assault, harassment, and misconduct.
65
Q

bazerman in ordinaries of complicity states taht elizazbeth holmes was jailed for 11 years, but the

A

executives at Walgreens that put up her product with no due diligence walked away free

66
Q

bazerman says that consultants

A

push their clients to act unethically, and then behind the fact that they were just offering advice

67
Q

mores aspect of a servant leader (4)

A
  • Clear goals: People need to know what they are trying to accomplish – enter the day with intent
  • Praise: Acknowledge and praise people when they do something right.
  • Redirect: If performance is not as expected, provide a one-minute redirect to help the person get back on track.
  • Servant leaders are needed who serve first and lead second
68
Q

what are the 5 groupings of followers

A
  • Exemplary: High in both critical thinking and active engagement dimensions.
  • Conformist: Low in critical thinking but high in active engagement.
  • Passive: Low in both critical thinking and active engagement.
  • Alienated: High in critical thinking but low in active engagement.
  • Pragmatist: Moderate in both critical thinking and active engagement.
69
Q

what does 3M do to maintain ethics

A

they have dedicated ethics roles work directly with business leaders to ensure and support high personal and organisational standards

70
Q

what 3 sorts of capital influence power and influence

A

personal, social, working

453-2 (6 decks)

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