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| well thought out personal rules and strategies for ethical decision making. |
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1. Procedural Justice 2. Distributive Justice 3. Interactional Justice |
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Ethical behavior advances long tern self interests. (making the right decision based on fear of long term consequences) |
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| Ethical behaviors deliver the greatest good to the majority of people. |
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| Fair application of policy & rules |
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| Treating people the same regardless of personal characteristics. |
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| Degree of which others are treated with respect. |
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Preferences regarding the means to desired end. (How you go about getting to your end goal. Honesty, good ethics, etc.) |
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Preferences about desired end states. (What your end goal is.) |
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| Broad beliefs about what is ethical behavior. |
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| Sets standards of good or bad or right or wrong in our conduct. |
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Highlight the risk from public disclosure of one's actions. (i.e. parent's opinion, new's opinion, friend's opinion of what your choice will be) |
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| expose misconduct of organizations and their members |
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| Universalism (absolutism) |
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| suggest ethical standards apply absolutely across all cultures. |
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| The ability to understand oneself exercise initiative accept responsibility and learn from experience. |
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| Operations with a core group of full-time, long-term workers supported by others who work on contracts and part-time. |
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| people change jobs more often, and many work on independent contracts with a shifting mix of employers. |
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| Use their minds and intellects as critical assets to employers. |
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| The collective brain power or shaped knowledge of a work flow |
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| Actively denies woman and minorities the full benefits of organizational membership |
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| the display of negative irrational attitudes toward women or minorities. |
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| An invisible barrier limiting career advancement of women and minorites |
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| Describes differences among workers in gender, race, age, ethnicity, religion, sexual orientation, and able-bodiness |
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| oversight of a company's management by a board of director. |
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| occurs when global outsourcing shifts from one country to another. |
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| world-wide interdependence of resource flows, product markets, and business competition. |
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| Continuous learning from daily experiences. |
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| The ability to think analytically and solve complex problems. |
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| The ability to manage ourselves and our relationships effectively. |
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| The ability to work well in cooperation with other people. |
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| Ability to use expertise to perform a task with proficiency. |
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| Process of measuring performance and taking action to ensure desired results. |
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| process of arousing enthusiasm and inspiring efforts to achieve goals. |
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| process of assigning tasks, allocating resources, and coordinating work activities. |
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| process of setting objectives and determining what should be done to accomplish them. |
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| planning, organize, leading, and controlling the use of resources to accomplish performance goals. |
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| overall quality of human experience in the work place. |
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| Socioeconomic View of CSR |
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| Business should focus on contributions to society and not just making profits. |
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| People and institutions most affected by an organizations performance. |
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| Corporate Social Responsibility |
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| The obligation of an organization to serve its own interest and those of its stakeholders. |
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| When corporate social responsibilities leads to improved financial performance that leads to more social responsibilities. |
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| Includes financial, social, and environmental criteria. |
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| Business should focus on the pursuit of profits. |
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| an attempt to impose ones ethical standards on other cultures. |
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| A formal state-ment of values and ethical standards. |
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| 3 types of managers (moral-wise) |
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1. Immoral Manager 2. Amoral Manager 3. Moral Manager |
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| Chooses to behave unethically. |
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| Fails to consider ethics of his/her behavior |
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| Makes ethical behavior a personal goal. |
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| Risk taking by entrepreneurs striving to solve pressing social problems. |
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| Business which the underlying business model directly addresses a social problem. |
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| Requires that top managers properly oversee the financial conduct of their organization. |
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| Oversight of top management by a board of directors. |
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| Suggests there is no one right way to behave. Cultural context determines ethical behavior |
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| Ethical behavior that respects and protects fundamental rights. |
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| Ethical behavior that treats people impartially and fairly |
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| successfully helps others achieve high performance and satisfaction in their work. |
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| the requirement to show performance results to a supervisor |
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| oversight of top management by a board of directors or board of trustees |
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| Elected by stock holders to represent their ownership interest. |
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1. First Line Managers 2. Middle Managers 3. Top Managers |
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| supervise people who perform non-managerial duties. |
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| oversee work of large departments or divisions |
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| Guide the performance of the organization as a whole or of one of its major parts. |
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| persons who support and is responsible for the work of others. |
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