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Business Ethnics Final Chapter 7
Terms in this set (29)
A set of values, norms, and artifacts, including ways of solving problems shared by organizational members. The shared beliefs top managers have about how they should manage themselves and other employees and how they should conduct their business, and Gives organizational members meanings meaning and sets the internal rules of behavior.
Sarbanes Oxley 404
Includes assessment of effectiveness of controls by management and external auditors, Forces firms to adopt a set of values that make up part of the culture, Compliance with 404 requires cultural change, not only accounting changes.
Two dimensions of organizational culture
Concern for people and concern for performance
Concern for people
The organization's efforts to care for its employees well
Concern for performance
The organization's efforts to focus on output and employee productivity
Shows minimal concern for either people or performance
Exhibits high concern for people but minimal concern for performance issues.
Shows little concern for people but a high concern for performance; it focuses on the interests of the organization.
Combines a high concern for people and performance
An assessment of an organization's values
Use a legalistic approach to ethics
Value- Based cluture
Rely on mission statements that define the core values of the firm and stakeholder relations and how customers and employee should be treated
The idea that people learn ethical or unethical behavior while interacting with others who are part of their role sets or being to their intimate personal groups.
Exposing an employer's wrongdoing to outsiders such as the media or government regulatory agencies.
Qui Tam Relator
If an employee provides information to the government about a company's wrongdoing under the Federal False Claims Act, the whistle-blower is known as this.
Refers to a person's ability to influence the behavior of others by offering them something desirable.
Penalizing negative behavior
Stems from the belief that a certain person has the right to exert influence and certain others have an obligation to accept it.
Derived from a person's knowledge and credibility with subordinates
May exist when one person perceives that his or her goals or objections are similar to another.
A force within the individual that forces his or her behavior toward achieving a goal
Considered to be a function of ability and motivation and can be represented by the equation.
Satisfied by social and interpersonal relationships
Stisfied by creative or productive activities
Decision making authority is concentrated in the hands of top-level managers, and little authority is delegated to lower levels.
Decision making authority is delegated as far down the chain of command as possible
An assembly of individuals with an organized structure that is explicitly accepted by the group. Committees, work groups, and teams.
Two or more individuals with a common interest but without an explicit organizational structure. The grapevine.
Standards of behavior groups expect of their members and define acceptable and unacceptable behavior within the group.
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