Term
| High preformance work practices |
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Definition
| work practices that lead to both high individual and high orginazational preformance |
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| an organization that represents workers and seeks to protect their interests through collective bargaining |
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| organizational programs that enhance the status of members of protected groups |
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| groups of nominated or elected employees who must be consulted when management makes desicions involving personnel |
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| employees who sit on a company's board of directors and represent the interests of the firm's employees |
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| ensuring that the organization has the right number and kinds of capable people in the right places at the right times |
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an assessment that defines jobs and the behaviors necessary tto perform them
-differentiating between jobs |
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| the planned elimination of jobs in an organization |
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| any unwanted action or activity of a sexula nature that explicitly or implicitly affect's an individuals employment performance or work environment |
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| benefits that accomadate employee's needs for work-life balance |
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| a written statement that describes a job |
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| a written statement of the minimum qualifications that a person must posess to perform a job succesfully |
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| locating, identifying, and attracting capable applicants |
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| reducing an organization's work force |
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| screening job applicants to ensure that the most appropriate candidates are hired |
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| a preview of a job that provides both positive and negative information on the job and the company |
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| introducing a new employee to his or her job and the organization |
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| permanent involuntary termination |
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| temporary involuntary terminations may last only a few day or extend to years |
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| not filling openings created by voluntary resignations or normal retirements |
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Term
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Definition
| moving employees either laterally or downward usually does not reduce cost but can reduce intraorganizational supply-demand balances |
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| having employees work fewer hours per week, share jobs, or perform their jobs on a part time basis |
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| providing incentives to older and more senior employees for retiring before their normal retirement dates |
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| having employees share one full time position |
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Term
| performance management system |
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Definition
| establishes performance standards that are used to evaluate employee performances |
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Definition
a pay system the rewards employees for their job skills they can demonstrate
ex: maintenance and service |
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Definition
a pay system in which an individual's compensation is contingent on performance
-90% of company's |
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Term
| omnipotent view of management |
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Definition
| the view that manager's are directly responsible for an organization's success and failure |
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| symbolic view of management |
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Definition
| the view that much of an organization's success or failure is due to external forces outside a manager's control |
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| those factors and forces that have a direct and immediate impact on the organization |
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| external forces that have a direct and immediate impact on the organization |
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| broad, economic, socio cultural political legal, demographic, technologival, and global conditions that may effect the organization |
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Term
| environmental uncertainty |
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Definition
| the degree of change and complexity in an organization's environment |
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Definition
| the number of componenets in an organozation's environment and the extent of the organization's knowledge about those components |
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| any constituencies in the organization's environment that are affected by an organization's decisions and actions |
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| the shared values principles, traditions, and ways of doing things that influnece the way organizational members act |
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Term
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Definition
| organizational cultures in which key values are intensely held and widely shared |
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Term
| where does culture come from? |
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Definition
organization founder
vision and mission
past practices
top management behavior
socialization |
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Definition
| the process that helps employees adapt to the organization's culture |
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| narratives of significant events or people, eg organizational founders, rule breaking, reaction to past mistakes |
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| material artifacts and symbols |
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Definition
| convey the kinds of mistakes that are expected eg risk taking, participation, authority etc |
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| acts as a common denominator that bonds members |
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Term
| Benefits of a strong culture |
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Definition
creates a stronger employee commitment to the organization'
aids in the recruitment and socialization of new employees
fosters higher organizational performance by instilling and promoting employee initiative |
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Term
| How does culture affect managers |
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Definition
-whatever managerial actons the organization recognizes asproper or omproper on its behalf
-whatever organizational activities the organization values and encourages
-the overall strenth or weakness of the organizational culture |
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| a culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community |
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| the obligation of a business to meet its economic and legal responsibilities and nothing more |
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| when a firm engages in social actions in response to some popular social need |
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| a business's intentions, beyond it's legal and economic obligations to do teh right things and at inways that are good for society |
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Term
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Definition
-manager'sonly social responsibilty is to maximaze profits (create a financial return) by operating the business in the best interests of the stock holders (owners of the corporation)
expending the firm's resources on doing social good unjustifiably increases costs that lower profits to teh owners and raise prices to consumers |
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Term
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Definition
-management's social responsibility goes beyond making profits to include protecting and improving society's welfare
-cooperations are not independent entities responsible only to stock holders
-frims have a moral responsibility to larger society to become involved in social, legal, and political issues
-to do the right thing |
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Definition
| applying social criteria (screens) to investment decisions |
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| managers consider the impact of their organization on the natural environment |
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| Legal(or light green)approach |
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Definition
| firms simply do what is legally required by obeying laws, rules and regulations, willingly and without legal challenge |
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Definition
| firms respond to the preferences of their customers for environmentally friendly products |
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| firms work to meet the environmental demands of multiple stake holders-employees suppliers and the community |
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| firms look for ways to resoect and preserve the environment and be actively socially responsible |
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| principles, values, and beliefs that define right and wrong behavior |
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| basic convictions about what is right and wrong |
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| a personality measure of the strenght of a person's convictions |
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| a personality attribute that measures the degree to which people believe they control their own fate |
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Definition
organizational characteristics and mechanisms that guide and influence individual ethics
ex:
-performance appraisal system
-reward allocations system
-behaviors (ethical) of all mangagers |
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Definition
| an approach to managing in which manager's establish ans uphold an organization's shared values |
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| the purpose of shared values |
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Definition
-guiding mangerial decisions
-shaping employee behvior
-influencing the direction of marketing efforts
-building team spirit |
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Definition
| characteristics determine issue intensity or how imporant an ethical issue is to an individual greatness of harm, consensus of wrong, probability of harm, immediancy of consequences proximity to victims, and concentration of effect |
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Term
| foreign corrupt practices act |
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Definition
| it is illegal to corrupt a foreign official yet"token" payments to officials are permissible when doing so is an accepted practice in that country |
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| a formal statement of an organization's primary values and the ehtical rules it expects its employees to follow |
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| individuals who raise ethical concerns or issues to others |
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| an individual who seeks out oppurtunities to improve society by using practical, innovative and sustainable approaches |
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