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Test #2

Terms in this set (14)

Explain the utilitarian , individualism, moral rights, justices and practical approaches for making ethical decisions
Utilitarian: Moral behavior produce the greatest good for the greater #
Moral Rights: people have fundamental rights and liberties that cannot be taken away by an individuals decision
Justice; Moral decisions must be based on a standard of equity, fairness, and imperially
Individualism: Acts are moral when they promote the individuals best interest
Explain the following three stages of moral development: preconventional level, conventional level and postconvential level. Which level does most mangers operate on?
Preconventional: managers is concerned about external awards and obey authority to avoid consequences
Conventional; managers conform to expectations of the good behavior that has been defines. mangers interested in interpersonal relationships and cooperation.
Postconventional: Individuals will go against rules or laws that go against their personal beliefs or set values of standards
Most managers: Conventional
What is sustainability? Explain how the three Ps are used as measurements in a company committed to sustainability?
Sustainability: Ability to generate wealth without compromising environmental responsibility and social stewardships
People: Measures the social performance
Planet: Measures environmental performance
Profit: Measures financial performance
Explain what a goal is and what a plan is. How are they different? How are they connected?
Goal: desired future circumstances/condition
Plan: Blueprint for goal achievement with specifics
Plan shows you the steps to reaching your goal
Explain the difference between strategic goals, tactical goals and operational goals. What types pf managers are responsible for each type of goal? How are these three types of goals connected?
Strategic goals: broad statement describing where organization want to be in the future: Senior management
Tatical goals: results major division within the organization intend to achieve: Middle Management
Operational Goals: Results expected from departments, work groups snd individuals: Lower Management, department, individuals
Name the characteristics effective goals should have
specific and measurable
defined time period
cover key results areas
linked to rewards
Challenging but realistic
What are the benefits of planning
Provide a source of motivation and commitment
Guide resource allocation
Guide to action
Set standards for performance
What are the limintations of planning
create pressure
false sense of security
can get in the way of intuition and creativity
Cause rigidity in a turbulent environment
Briefly describe what is meant by each of the following terms: contingency, planning, scenario building, and crisis planning
Contegiency planning: companies response to abnormality
Scenario Building: looking at trends to plan for the future
Crisis planning organization way to cope with abnormalities
Identify the four components that make up a SWOT analysis and give a brief description of each
Strengths: Postive internal charcteristics that the organization can exploit to achieve its goals
Weakness: Internal Characteristics that might restricts organization performance
Oppurtunitires: characteristics of the external environment that have the potential to help the organization achieve or exceed its strategic goals
Threats: charcteristics from the external environment that may prevent the organization from reaching strategic goals
Describe the difference between programmed and nonprogrammer decisions
Programmed: involve situations that have occurred often enough to enable decision rules to be developed and applied in the future have happened before
Nonprogrammed: made in response to unique situations, poorly defined and unstructured and can have huge consequences on the organization
Explain what is meant by each of the following terms and what impact each has on decisions making: certainty, uncertainty, risk, and ambugunity
Certanity: all the info the decision maker needs is fully available
Uncertainty: managers know which goals hey want to achieve but information about alternative and future events is incomplete
Risk: decision has clear-cut goals and good information but many future outcomes with alternatives that can lead to failure
Ambuguity: the goal to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about the outcomes is unavaliable
Describe the differences between the following decision models: classical, administrative, and political
Classical: based on rational economic assumptions and managers beliefs about what ideal decision making should be
Administrative Description: describe how mangers ACTUALLY make decisions in complex situations. Choose the decision that meets the minimum goal suffienctley
Political: Useful for making nonprogrammer decisions when conditions are uncertain, information is limited, and there are mangers conflicts about what goals to pursue and what course of action to take. Managers tend to build coalitions
Describe the differences between the following decision- making styles: directive, analytical, conceptual, and behavioral
Directive: Simple clear-cut solutions to problems
Analytica;: consider complex solutions based on using as much data as they can gather
Conceptual: consider a broad amount of information but are more socially orientated than the analytical style. talk to others about problems and ways solve
Behavioral: adopted by mangers that have a deep concern for others as individuals and involve one-on-one discussions
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