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by: Victoria Andreski

Ethics MGT 4000

Victoria Andreski
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About this Document

Notes on Ethics
Organizational Behavior
Dr. Michael A Cole
Class Notes




Popular in Organizational Behavior

Popular in Management

This 7 page Class Notes was uploaded by Victoria Andreski on Thursday October 6, 2016. The Class Notes belongs to MGT 4000 at Clemson University taught by Dr. Michael A Cole in Fall 2016. Since its upload, it has received 4 views. For similar materials see Organizational Behavior in Management at Clemson University.

Similar to MGT 4000 at Clemson

Popular in Management


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Date Created: 10/06/16
Ethics, Trust, & Justice • Trust—willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions. – Willingness to take a risk – Willing to be vulnerable • Disposition-based trust means that your personality traits include a general propensity to trust others. – Whastyou’re born with – 1 level; least complex – Has less to do with the authority and more to do with the trustor • Some trustors are high in trust propensity —a general expectation that the words, promises, and statements of individuals and groups can be relied upon. • Shaped from both genetics and environment • Cognition-based trust means that trust is rooted in a rational assessment of the authority’s trustworthiness. – Our trust begins to be based on cognitions we‘ve developed about the authority, as opposed to our own personality or disposition.-data – Trustworthiness is defined as the characteristics or attributes of a trustee that inspire trust. – Driven by the authority’s “track record.” • Competence is defined as the skills, abilities, and areas of expertise that enable an authority to be successful in some specific area. • Doctor, lawyer • Character is defined as the perception that the authority adheres to a set of values and principles that the trustor finds acceptable. • Walk the talk • Consistent with values? • Benevolence is defined as the belief that the authority wants to do good for the trustor, apart from any selfish or profit-centered motives. • Mentor-protégé • Is the person a nice person? • Are they trying to help others? • Affect-based trust means that it depends on feelings toward the authority that go beyond any rational assessment. – Highest level; most complex – Often more emotional than rational. – Acts as a leap of faith in the face of uncertainty about trustworthiness. – Sometimes acts as a supplement to the types of trust discussed previously. – An emotional bond develops, and our feelings for the trustee further increase our willingness to accept vulnerability. Types of Trust Over Tome   “World’s Most Admired Companies” Factors that Influence Trust Levels • Justice—perceived fairness of an authority’s decision making. • Distributive justice—reflects the perceived fairness of decision-making outcomes. – Employees gauge distributive justice by asking whether decision outcomes, such as pay, rewards, evaluations, promotions, and work assignments, are allocated using proper norms. – What gets distributed to you • Procedural justice—reflects the perceived fairness of decision-making processes. – Fostered when authorities adhere to rules of fair process. – Proceduresà how we made the decision – Rules: – Voice concerns giving employees a chance to express their opinions and views during the course of decision-making. – Improves employees’ reactions to decisions. – Correctability provides employees with a chance to request an appeal when a procedure seems to have worked ineffectively. – Consistency, bias suppression, representativeness, and accuracy rules help ensure that procedures are neutral and objective, as opposed to biased and discriminatory. – Interview questions, compensation practices Combined Effects of Distributive and Procedural Justice • Distributive justice and procedural justice combine to influence employee reactions. – When outcomes are bad, procedural justice becomes enormously important. • If prof. decided to give us all A’s, no one would want to know why • If prof. decided to give us all F’s, we would all want to know – Procedural justice tends to be a stronger driver of reactions to authorities than distributive justice. • How stuff is done creates more emotion than what happens • Interpersonal justice reflects the perceived fairness of the treatment received by employees from authorities. • Informational justice reflects the perceived fairness of the communications provided to employees from authorities. The Four Dimensions of Justice • Ethics—degree to which the behaviors of an authority are in accordance with generally accepted moral norms. • Research on ethics seeks to explain why people behave in a manner consistent with generally accepted norms of morality, and why they sometimes violate those norms. – 76 percent of employees have observed illegal or unethical conduct on the job within the past 12 months. – Whistle blowing occurs when employees expose illegal actions by their employer. The Four-Component Model of Ethical Decision Making • Moral awareness occurs when an authority recognizes that a moral issue exists in a situation or that an ethical standard or principle is relevant to the circumstance. • Moral judgment is when the authority accurately identifies the morally “right” course of action. • Cognitive moral development theory argues that as people age and mature, they move through several stages of moral developmentà each more mature and sophisticated than the prior one. Stages of Cognitive Moral Development Stage 1—do I get caught or do I get punished Stage 2—person covers for another to avoid punishment Stage 3—will mom love/approve of me if I do this or that Stage 4—don’t do something because rule says you can’t • Moral intent – The distinction between awareness or judgment on the one hand and intent on the other is important, because many unethical people know and understand that what they’re doing is wrong—they just choose to do it anyway. • Corporate social responsibility is a perspective that acknowledges that the responsibility of a business encompasses the economic, legal, ethical, and citizenship expectations of society. – A company’s obligations do not end with profit maximization. – Organizations have an obligation to do what is right, just, and fair and to avoid harm. • Wal-Mart • Steve Jobs—never gave any money to charity • Trust relates to performance because it increases an employees ability to focus.


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