ch 6 & 7

Question 1

Classical View

Answer 1

maximize profits for stockholders,

doing “social good” unjustifiably increase costs, single concern financial return

Question 2

social obligation

Answer 2

a firm’s engagement in social actions because of its obligation to meet certain economic and legal responsibilities.
firms engaging in social actions becuz of obligation to meet certain economic and legal responsibilities
does the minimum the law requires basic economic n legal standards

Question 3

socio economic view

Answer 3

go beyond making profits and focus on society welfare
management should protect and improve societys welfare
corporations are responsible to more than stockholders
firms have moral responsibility to larger society “todo the right thing”
maximizing profits is companys second priority, first is survival

Question 4

Social Responsiveness

Answer 4

company engages in social actions in response to some popular social need, able to adapt to changing societal conditions

guided by social norms and values, make practical market-oriented decisions

Question 5

social responsibility

Answer 5

business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.
obeys laws and pursues economic interests
what its obligated todo or chooses todo because of some popular social need and does what it can to helpimprove society

managers can afford to be and (should be) socially responsible

Question 6

SRI Socially responsible investing

Answer 6

individual investors can support socially responsible companies

social screening to see, applying social and environmental criteria to investment decisions

Question 7

green management

Answer 7

managers consider the impact of their organization on the natural environment

recognition by business of the close link between its decisions n activities n their impact on natural environment

Question 8

Value based mangement

Answer 8

establish n uphold organization shared values

purpose: guide managerial decisions
shape employee behaviour
influence direction of marketing efforts
build team spirit!

organizations values are reflected in decisions n actions of employees

Question 9

moral development: the stages it interacts with

Answer 9

individual characteristics
organizations structural design
organizations culture
intensity of ethical issue

Question 10

define values, define ego strength!

Answer 10

values: basic convictions about what is right or wrong on a broad range of issues

ego strength: personality measure of the strength of a person’s convictions

Question 11

locus of control definitions, and internal locus, external locus

Answer 11

personality attribute that measures degree to which people believe they control their own life

internal locus, belief that you control your destiny (more likely to take responsibility for consequences) (more consistent in moral judgment and actions as well)

external locus, belief that what happens is due to luck or chance (more likely to rely on external forces)

Question 12

wicked problem

Answer 12

problem that is impossible to solves because each attempt to create a solution changes the understanding of the problem

Question 13

Calm waters metaphor

Answer 13

unfreezing the status quo
changing to a new state
refreezing to make change permanent

Question 14

white water rapids metaphor

Answer 14

lack of environmental stability n predictability requires that managers and organizations continually adapt to survive

Question 15

organizational change is

Answer 15

any alterations in people, structure, technology

Question 16

creativity to innovation to entrepreneurship

Answer 16

creativity is ability to combine idea in a unique way to make and unusual association

innovation is turning the outcomes of creative process into useful products, services, or work methods

entrepreneurship
act of turning an innovation into a viable venture

Question 17

triple bottom line approach

Answer 17

social entrepreneurs use this approach to measure their sucess
they have verifiable legal structures, transparent standards for measuring social and environmental impact
B corp certifications: undergo regular rigorous assessments to ensure they meet high ethical standards

Question 18

ESG reporting tool

Answer 18

helps measure or quantify efforts, externally and internally
4 pillars
people (treatment of employees), planet (environmental impacts), prosperity (impact on financial well-being of community), principles of governance (reflects purpose strategy and accountability)

Question 19

global reporting initiative GRI

Answer 19

guidelines promoting environmental sustainability-report standards appropriate for any organization (regardless of size)

Question 20

ISO 9000 and ISO 14000

Answer 20

9000 (quality management) 14000 (environmental management)requires continuous improvement in environmental performance

Question 21

Preconventional level, conventional level, principal level [moral development]

Answer 21

right and wrong based on personal consequences, physical punishment, reward, or exchange of favours
conventional: maintaining expected standards and living up to expectations of others
principal: define moral values apart from the authority of the groups

Question 22

UN Global Compact

Answer 22

outline principles for doing business globally in the area of human rights, labour, environment, anticorruption

Question 23

stakeholder approach, market approach, activist approach

Answer 23

stakeholder- respond to environmental demands of multiple stakeholders
market - environmental preferences of their customers. they both social responsivness
activist- respect and preserve earth and the natural resourses = social responsibility

Question 24

disruptive innovation

Answer 24

products, services, or process that radically change an industrys rules of the game

Question 25

breakthrough innovation

Answer 25

creates a market where one did not exist before

Question 26

skunk works

Answer 26

small group within a large organization that is given a high degree of autonomy and is unhampered by corporate = make radical innovation

Question 27

VUCA

Answer 27

nonstop volatility, uncertainty, complexity, ambiguity

Question 28

change agent

Answer 28

someone who acts as a catalyst and assume responsibility for managing the change process

Question 29

organizational development and 5 ways

Answer 29

change method that focuses on people and the nature and quality of interpersonal work relationships technique values human and organizational growth, collaborative and participative process sensitivity training (group interaction), team building, intergroup development (change attitudes stereotypes), process consultation (out side consultant), survey feedback

Question 30

resistance to change strategies

Answer 30

education and communication, participation, facilitation and support, negotiation, manipulation and co-optation, coercion

Question 31

innovation can take place in three forms

Answer 31

curiosity-driven research, applied research, research and development

Question 32

innovative organizations characteristics

Answer 32

accept ambiguity, tolerate the impractical (impractical may lead to innovative solutions) , keep external controls minimal (rules regulations policies) , tolerate risk, tolerate conflict, focus on ends rather than means (goals clear, consider alternative routes towards meeting the goals, open system focus(monitor environment and respond to changes as they occur), positive feedback, exhibit empowering leadership

Question 33

characteristics of adaptive organizations

Answer 33

link present and future, make learning a way of life, support day to day improvements and changes, diverse teams, encourage mavericks, shelter breakthroughs, integrate tech, build deepen trust, couple permanence, support entrepreneurial mindset

Question 34

organizational stressors

Answer 34

task demands, role demands, interpersonal demands, organization structure, organizational leadership

Question 35

role conflicts, role overload, role ambiguity

Answer 35

conflict: expectations that may be hard to reconcile or satisfy overload: do more than time permits ambiguity: expectations are not clearly understood

Question 36

type a personality and b

Answer 36

a- sense of time urgency, excessive competitive drive, difficulty accepting and enjoying leisure time b- is opposite

Question 37

what OHSA recommend for anti-retaliation program

Answer 37

program oversight, demonstrated commitment, compliance concern response system

Question 38

code of ethics

Answer 38

formal statement of organizations values n ethics that employees should follow

Question 39

corporate philanthropy

Answer 39

socially responsible activity where a firm demonstrates its commitment to society through donations, grants, and foundations that support society.

Question 40

consensus of wrong, probability of harm, concentration of effect, greatness of harm

Answer 40

Consensus of wrong measures how much agreement there is that an action or decision is wrong. Probability of harm indicates how likely is it that an action or decision will cause harm. Concentration of effect considers how concentrated the effect of the action will be on the victims. Greatness of harm considers the number of people who will be harmed by the action or decision.

Question 41

what OHSA proposes for anti-retalitation programs to employers

Answer 41

A compliance concern response system should establish procedures and enable employees to confidentially report concerns, provide for a fair and transparent evaluation of the concerns, offer a timely response, and ensure a fair and effective resolution. Anti-retaliation response systems need to be clearly designated and independent channels for reporting the retaliation that bypass the manager who is believed to have retaliated. Anti-retaliation training should be provided to all employees, including management, to ensure they know the law, their rights, and applicable organizational procedures. Rigorous oversight needs to be enacted in the form of monitoring processes and independent audits to ensure that the program is working as intended.

Question 42

whistle blowing

Answer 42

act of an individual within an organization who discloses information in order to report and correct corruption.

Question 43

Why do changes in the external environment or in organizational strategies lead to changes in organizational structure?

Answer 43

it impacts how work is done and who does it

Question 44

idea champion

Answer 44

actively and enthusiastically supports new ideas, builds support, overcomes resistance, and ensures that innovations are implemented.

Question 45

design thinking process develop, ideate, implement and iterate, clarify for inspiration

Answer 45

develop clear problem statement-find solution for problem ideate continously improve idea = clarify for inspiration learning about the needs of others is implement and iterate