Management

Obligation to meet the economic and legal responsibilities and nothing more

When a firm engages in social actions in respons to a popular social need

-Jumping on the bandwagon of a popular social movement

A business's entention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society

-Simply because they believe it is the right thing to do

The view that management's only social responsibility is to maximize profits by operating business in the best interests of the stocholders (owners of corporation)

-Going above and beyond is an unneccessary cost

Management's social responsibility goes beyond making profits to include protecting and improving society's welfare

-Strive to do the right thing

Company does not invest in areas that they believe are distructive to society

-Ex - Not investing in gambling, high pollutants, illegal activity, etc

Considering the impact the organization has on the natural environment

Priciples, values, and beliefs that define right and wrong behavior

-Consider how your choice affects others

Basic convictions about what is right and wrong

A personality meausre of the strength of a person's convictions.

-Is their ego strength high enough to not participate in dangerous risks that could greatly affect others

A personality attribute that measure the degree to which people believe they control their own fate

-Personal reasons explaining ethical behavior

-Was it your fault or do you blame it on traffic, or other elements beyond your control

An approach to managing in which mangers establish and uphold and organization's shared values

-How do they enforce their claimed code of ethics and values throughout the workplace.

A formal statement of an organization's primary values and the ethical rules it expects its employees to follow

Individuals who raise ethical concerns or issues to others

An individual or organization who seeks out opportunities to improve society by using practical, innovative, and sustainable approaches

Lewin's description of the change process as a break in the organization's equilibrium state

• -UNFREEZING the status quo
• -CHANGING to a new state
• -REFREEZING to make the change permanent

• -Changing consumer needs and wants
• -New governmental laws
• -Changing technology
• -Economic changes

• -New organizational strategy
• -Change in compostion of workforce
• -New equipment
• -Changing employee attitudes

Any alterations in the people, structure, or tehcnology of an organization

Persons who act as catalysts and assume the responsibility for managing the change process

• MANAGERS -internal entrepreneurs
• NONMANAGERS - change specialists
• OUTSIDE CONSULTANTS - change implementation experts

• Structure
• Technology
• People

Changing an organization's structural components or its structural design

• Adopting new equipments, tools, or operating methods that displace old skills and require new ones
• -Automation: replacing people with machines
• -Computerization

Changing attitudes, expectations, perceptions, and behaviors of the workforce

Techiniques or programs to change people and the nature and quality of interpersonal work realtionships

OD techniques that work for U.S. organizations may be inappropriate in other countries and cultures

• Ambiguity and uncertainty that change introduces
• The comfort of old habits
• Concern over personal loss of status, money, authority, friendships, and personal convenience
• The perception that change is incompatible with the goals and interest of the organization

The adverse reaction people have to excessive pressure place on them from extraordinary demands, constraints, or opportunities

-Stressors -factors that cause that stress

Work expectations that are hard to satisfy

Having more work to accomplish than time permits

When role expectations are not clearly understood

Have a chronic sense of urgency and an excessive competitve drive

Relaxed and easygoing and accept change easily

Making a chocie from two or more alternatives

An obstacle that makes it difficult to achieve a desired goal or purpose

Choices are logical and consistent while maximizing value

Rational, but limited (bounded)n by an individual's ability to process information

Accepting solutions that are "good enough"

Making decisions on the basis of experience, feelings, and accumulated judgement

A repetitive decision that can be handled by a routine approach

Unique and nonrecurring decisions that require a custom made solution

• Limited information prevents estimation of outcome
• Forces managers to rely on intuition and gut feelings
• MAXIMAX
• MAXIMIN
• MINIMAX

• The optimistic manger's choice
• Maximize the maximum payoff

• The pessimistic manager's choice
• Maximize the minimum payoff

Choice to minimize maximum regret

• A person's tendency to use external data/facts
• The habit of processing information through rational, logical thinking

• A person's preference for internal source of information
• A method of processing this information with internal insights, feelings, and hunches

Using "rules of thumb" to simplify decision making

Holding unrealistically positive views on oneself and one's performance

Choosing alternatives that offer immediate rewards and avoid immediate costs

Fixating on inital information and ignoring subsequent information

Selecting, organizing, and interpreting events based on the decision maker's biased perceptions

Seeking out information that reaffirms past choices while discounting contradictory information

• Defining the organization's goals
• Establishing an overall strategy for achieving those goals
• Developing plans for organizational work activities

• Specific goals covering a specific time period
• Written and share with organizational members

• Establish the organization's overall goals
• Seek to position the organization in terms of its environment
• Cover extended periods of time

• Specify the details of how the overall goals are to be achieved
• Cover a short time period

• Specific performance goals are jointly determined by employees and managers
• Progress toward accomplishing goals is periodically reviewed
• Rewards are allocated on the basis of progress towards the goals

• Goal specificity
• Participative decision making
• An explicit performance/evaluation period
• Feedback

Top management commitment and involvement

• Less effective in dynamic environments that require constant resetting of goals
• Overemphaiss on individual accomplishment may create problems with teamwork

• Strategic Planning - Top executives, Middle level manager
• Operational Planning- First level managers, middle level