Midterm 2 Chapter 5% Socially - Conscious Managenent | From obligations fo Responsiveness to Responsibility a oe I the view that management’s When a firm engages in Social Applying Social criteria Only Social Cespensibility is to actions because of it8 obligation (screens) to investment Marimize profits to meet certo ecoromic andl decisions. legal cesponsivittes Cioeing ethical, giving back to the Society improving Social and environmental Conditions). Green Management cine! Sustainability Green management? monagers Consider the impact of their Orgarization on the naturel environment. doing what is TeSponcl to environmental — Wortts to meet the enviromentai Lock’ for ways to protect Fequiredt legelly preferences of customers demands of Stakeholders Such the eorth’s naturel tasowces 2S employees, suppliers, of community. “EthicS: principles, values, ancl beliefs that cleFine right ancl Wrong behavior Tv v Trdivdual Tssue | Characteristics - intensity iFactors Issue Intensity v v v JU bekyid the mote agreement the greater the the mote immediotly the closer the the more concent 7 that the action is ikethood that the ences of person feels te ‘the effect of the People hermect Uirong he ea to or ‘he vein acon on the vitin(s) cause harm (Wats Lake REREMEIE) the crgeizchon’s vaues sl employes in he oy they do tie yobs. TF the orgonizational culture is Stong ane! Gupports high ethical Stondards, it hos © powerful andl positive influence on the decision to act ethically of unethically, ‘The Selection process Should be viewed as an opportunity to learn obout an individual's level of moral development; perioral Values, locus of contrel and ethics. (Codes of ethics?) a formal statement of an oryonization’s Primary Volues and the ethical rules it expects iis employees to follow v v 1+ Comply with Safety, healthy na 1+ Convey tu i - le claims in preslue pi a I+ Conduct business in comptunce aaverbements s™ Posel menstrate® courte Tacpect, wth ol | honesty ond Fearne. 2 Payments fr weal pares re eee eae eer DTllegel rugs ancl alcorel at ‘ated best of your abiltye 3+ Provide Products ond! Services of ierk ore probit. 3- Bates ore probted. Me Manage Personal Finances wl. SEAMS get tte #2) i coer of an eee clin wo sein CC Leer gas ete: gt ecg ly fn th 4 Fieorms of work ore. pronibitech Ae farsi speared eee eed 'o-De at prpgate false or widening inhrrtion, W Mave cians thet repeal Ge fom gts Developing Codes of Ethics: ational leaders Shuld model appropriate behavior anel feward those who ad ethically: “Managers Should ‘eatin the importance of the ethic code ond diseipline these who break it. + Stakeholders Should be considered as an ethics code is developed or improved. = Managers Shovld commuricate ond ceifefce the ethics code cegulary: *Managers Should use the five-Step process to guide employees when faced with ethic dilemmas.A process for addressing ethical dilemmas Step |: What is the ethical dilemma? Step 2: who are the affected Stakeholders? Step 3: which personal, orgonizational, and extemal factors are impertoat in this decision? Step 4: what are possible alternatives ? Step 5: What is my olecision and how will Tact on it? ‘Tob Goals and Performance Appraisal “Under the Stress of Unrealistic goals, Otherwise ethical employees may Feel they hove no choice but to clo Uhatever ig necessory to meet those goals. * Mofe organizations are Setting up Seminars, workshops, anol Similar ethics training Programs te encourage ethical behavior. * Critics Stress that the effort is pointless because people establish their individual Value systems when they‘re young: Protection of Employees who Raise Ethical Issues “Whistleblower: inclivielual who raises ethical concerns or issues to others. “Its important for managers to assure employees who raise ethical Concerns or issues that they will face no personal on career risks.Chopter 6 ¢ Managing Change. “The case For change “organizational change any alteration of people Structure, of technology in an omanization. Someone who acts as a Catalyst ancl assumes the responsibility fot managing the Change Process. "Change can appear in the forms of extetnal factors or internal factors. aa ae “Eeonemic. “changes “Intemal Factors gee gig weer eee “Types OF change = = eS = ea eee —= gaa 2 = ‘Employee. Stress. “Stes: the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, of opportwities. 40% -80% Tonge of employees whom Suffer from Stress in theit jobs. “Stressors :) factor that cause stress, they can be personal of job related.Ee " ; ans a” ae | demands ‘ask erat ting conan ree Be Counssing J Tob redesign Y eSomnipotent View?) monagers are clitectiy responsible for an orgonization’s Success of Failure» Symbolic View) ruch of an organizations Success of failure is due to external Forces cuttide managers” control Tn reality managers are neither ‘all-powerful nor helpless. But their decisions and actions are constrained. External constroints come from the ongonization’s envitonment, Internal constraints come from the organization's Culture v U L L L L Economic Demographic Political /Legal Sociocultural Technological Global “Manoging Stakeholder Relationships The nature of Stakeholder relationShips is another way in which the environment influences monagets. The more obvious and Secure these felatiorShips, the mote influence monagers will have over organizational Outcomes. Stalteholdlers :) any constituencios in the organizatin’s enviotmest that ore affected! by an organization's decisions and actions. These groups have influence over the organization as well. ‘organizational culture? the Shareo! Values, principles, traditions, and ways of ching things that ifluence the way organizational members act ancl that distinguish the organization From other organizations. In most organizations, these Shared Volues ane! practices have evolved over time and determine, toa large extent, how “things are dene oreund here.” Research suggests Seven dimensions that Seem to Capture the essence of an organization's culture.“Dimensions of organizational culture L 1 J J J J L fo umh Dayar to wmih nals fous cn manent decets ‘t ogted and crete abet aac eran or eateres hk "eS? ard feo tar nce Coun ing he eines Swed 19 Be fee Seance Spee NS Soa ag ‘mote nd 0 Cs am The original Souce of the culture usually reflects the vision of the founders. Once the Culture is in place, certoin Orgarizational practices help mointain it. The actors of top managers also hove a major impact on the organization's culture. Selecting new empeyees to hire Should be aligned with the Organizational Culture. “Companies Con create rituals to create anc maintain Sustainability cultures * Employees’ bonuses are tied to meeting Sustainability goals.Chapter 8: Planing and Gool Setting Planning?) ranagenent function thatitvolves Setting gools, establishing Strategies for achieving those goals, and developing plons to integrate ancl cootdinate Work activities It is concerned with both ends (what) anol means (how). J J JU Reduces) =» Minimizesswasie =» tablish the “Uncertainty = nel feclundaney goals and 'Stanclarols For conttelling i “Goals (objectives): desired outcomes ot targets “PIGAS = documents that outline how goals ore going to be mot (activities, Tesource allocation, tasks, Schedules ancl time frames) Types of Goals Facial goa J T 1J Plans coverog te and set aid leave n0 ‘me oe” Tae” on” plons that ore pons that are Cleatly defined las that tans that of Plans with o corps apaticot PRS OE SERN time Fore one Yeor or ie nd : Beyer toss on ge Z i tl icdli Foor vada : interpretation = ce noi Sit“Approaches to setting Goals a an apptoach fo Setting goals in which top managers Set goals that then flow clown through the organization ancl become Subgoals for each organizational area ©. group oF plonning Specialists whose Sole esponsibility 1S helping to uxite orgonizational plansTe “Business intelligence + lata that mongers con use to mare ora effective strategic decisions. (Digital tools) technology , Systems, oF Softuete that ello the user to collect, Visualize , Uunderstorel, or analyze data,