The document outlines a chapter about social responsibility and managerial ethics from a management textbook. It includes a learning outline that covers topics like defining social responsibility, the relationship between social responsibility and economic performance, green management, values-based management, and managerial ethics. The chapter examines the classical and socioeconomic views of social responsibility and discusses factors that influence ethical behavior among managers.
This chapter discusses operations management and key related concepts. It defines operations management as designing, operating, and controlling processes that transform inputs like labor and materials into goods and services. Value chain management aims to fully integrate all members of the production process to maximize value for customers. Current issues include using technology to automate manufacturing and quality initiatives like ISO 9000 and Six Sigma standards. The strategic role of operations management is also discussed.
The document discusses managing organizational change and innovation. It describes Lewin's three-step change process of unfreezing, changing, and refreezing. It also identifies different types of change like structural, technological, and personnel changes. Managing resistance to change and stress during change processes is also addressed. Techniques for stimulating innovation include cultivating the right structural, cultural, and human resource environments within an organization. Idea champions are important for supporting new ideas and ensuring their implementation.
This presentation explains the concept of Corporate Social Responsibility and strategy ti=o implement it as well. At the same time, MICROSOFT CO. is chosen to illustrate the idea and as well explained how it managed to be the 1st in the the list of THE FORBES magazine.
Chapter 13 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of chapter 13 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. It covers the focus and goals of organizational behavior, including explaining, predicting, and influencing six important employee behaviors. It also discusses psychological factors that affect employee behavior, including attitudes, personality, perception, learning, job satisfaction, and workplace misbehavior. Managers can use this information to understand employee behavior and its impacts on productivity, absenteeism, turnover, and other important outcomes.
The document discusses key aspects of labor relations and collective bargaining. It covers topics like union organizing drives, NLRB elections, collective bargaining processes, grievance procedures, and different types of strikes and bargaining items. Specifically, it provides details on the aims of unions in improving wages and working conditions, the types of union security arrangements, employer responses to organizing activities, and the roles and duties of supervisors and NLRB hearing officers during union elections.
This document provides an overview of a course on corporate social responsibility from an international perspective. The course objectives are outlined, including defining CSR, its link to competitive advantage, implementation, and social entrepreneurship. The course is divided into four parts that cover an introduction to CSR including its origins and links to sustainable development, corporate governance, and business ethics. It also discusses stakeholders, CSR implementation, and social entrepreneurship. Key concepts like hard and soft law in the EU and France are examined.
The document outlines the eight-step decision-making process that includes identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the decision. It also discusses common decision-making biases that can negatively impact decisions such as anchoring bias, confirmation bias, and sunk cost errors. Managers make strategic, tactical, and routine decisions and should aim to make optimal decisions using rational and objective processes.
This chapter discusses operations management and key related concepts. It defines operations management as designing, operating, and controlling processes that transform inputs like labor and materials into goods and services. Value chain management aims to fully integrate all members of the production process to maximize value for customers. Current issues include using technology to automate manufacturing and quality initiatives like ISO 9000 and Six Sigma standards. The strategic role of operations management is also discussed.
The document discusses managing organizational change and innovation. It describes Lewin's three-step change process of unfreezing, changing, and refreezing. It also identifies different types of change like structural, technological, and personnel changes. Managing resistance to change and stress during change processes is also addressed. Techniques for stimulating innovation include cultivating the right structural, cultural, and human resource environments within an organization. Idea champions are important for supporting new ideas and ensuring their implementation.
This presentation explains the concept of Corporate Social Responsibility and strategy ti=o implement it as well. At the same time, MICROSOFT CO. is chosen to illustrate the idea and as well explained how it managed to be the 1st in the the list of THE FORBES magazine.
Chapter 13 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of chapter 13 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. It covers the focus and goals of organizational behavior, including explaining, predicting, and influencing six important employee behaviors. It also discusses psychological factors that affect employee behavior, including attitudes, personality, perception, learning, job satisfaction, and workplace misbehavior. Managers can use this information to understand employee behavior and its impacts on productivity, absenteeism, turnover, and other important outcomes.
The document discusses key aspects of labor relations and collective bargaining. It covers topics like union organizing drives, NLRB elections, collective bargaining processes, grievance procedures, and different types of strikes and bargaining items. Specifically, it provides details on the aims of unions in improving wages and working conditions, the types of union security arrangements, employer responses to organizing activities, and the roles and duties of supervisors and NLRB hearing officers during union elections.
This document provides an overview of a course on corporate social responsibility from an international perspective. The course objectives are outlined, including defining CSR, its link to competitive advantage, implementation, and social entrepreneurship. The course is divided into four parts that cover an introduction to CSR including its origins and links to sustainable development, corporate governance, and business ethics. It also discusses stakeholders, CSR implementation, and social entrepreneurship. Key concepts like hard and soft law in the EU and France are examined.
The document outlines the eight-step decision-making process that includes identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the decision. It also discusses common decision-making biases that can negatively impact decisions such as anchoring bias, confirmation bias, and sunk cost errors. Managers make strategic, tactical, and routine decisions and should aim to make optimal decisions using rational and objective processes.
This document provides an outline for a chapter on organizational control. It discusses key topics like the definition of control, the control process, measuring performance, and tools for controlling organizational performance. Specifically, it defines control as monitoring activities to ensure they are accomplished as planned and correcting deviations. It describes the three steps in the control process as measuring performance, comparing it to a standard, and taking action to correct deviations. The document also discusses common performance measures, different types of controls like feedback and concurrent controls, and tools managers can use to control performance like balanced scorecards and benchmarking.
This document summarizes key points from Chapter 17 of the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter introduces the topic of controlling, which refers to monitoring activities to ensure goals are accomplished as planned and correcting deviations. It describes the three step control process of measuring performance, comparing to standards, and taking corrective action. It also discusses tools for measuring organizational performance such as financial ratios, balanced scorecards, and benchmarking. Finally, it covers contemporary issues in control relating to cross-cultural differences, workplace concerns, and customer interactions.
The document provides an overview of the historical development of management theories from ancient times to modern approaches. Some of the early contributors discussed include Adam Smith, who advocated for the division of labor, and the Industrial Revolution, which created a need for management in large organizations. Major classical theories summarized are Scientific Management by Taylor, which used scientific principles to optimize work, and Fayol's General Administrative Theory, which identified principles of management. Modern approaches discussed include Organizational Behavior, Systems Theory, and Contingency Theory.
Ch no. 5 Social Responsibility and Managerial EthicsAqib Syed
This document discusses social responsibility and managerial ethics. It covers topics such as the definition of social responsibility as a manager's duty to stakeholders. It also discusses different levels of social responsibility that companies can take, from obstructionist to proactive. The document also discusses arguments for and against social responsibility, whether social responsibility pays, how organizations can become more environmentally friendly, and issues around managerial ethics.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
Chapter 12 management (9 th edition) by robbins and coulterMd. Abul Ala
1) The document discusses managing organizational change and innovation. It defines key terms like change, change agents, organizational development techniques, and stresses the importance of managing resistance to change.
2) It examines different types of change including structural, technological, people-focused, and organizational development changes. It also looks at forces driving change within and outside organizations.
3) The document outlines Lewin's three-stage change model of unfreezing, changing, and refreezing. It also discusses stimulating innovation through creativity, champions of new ideas, and characteristics of innovative companies.
This document provides an overview of theories of motivation from a chapter in a management textbook. It summarizes Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McClelland's three needs theory. It also discusses goal-setting theory, reinforcement theory, job characteristics model, equity theory, and expectancy theory. The document includes learning outlines and exhibits to illustrate key concepts from each motivation theory.
Organizational behavior is defined as the field of study that investigates how individuals, groups, and structure influence behavior within organizations in order to improve an organization's effectiveness. Managers achieve goals through directing the activities of others. The chapter discusses the importance of replacing managerial intuition with systematic study using concepts from fields such as psychology, sociology, and anthropology. It also outlines challenges and opportunities for applying organizational behavior concepts, such as managing workforce diversity and globalization.
Ch 5 social responsibility and managerial ethicsNardin A
The document is a chapter from a management textbook. It discusses social responsibility and managerial ethics. The chapter covers topics such as defining social responsibility, green management practices, factors that influence ethical behavior, and ways for managers to encourage ethics. It also addresses issues like managing ethical lapses, the role of social entrepreneurs, and how businesses can promote positive social change.
Social responsibility of business towards different sections of society .Reasons for the development of social responsibility concept,Arguments against social responsibility,
Social activities undertaken by some companies
The document summarizes key aspects of decision-making as discussed in Chapter 6 of a management textbook. It describes the eight steps in the decision-making process, including identifying the problem, criteria, alternatives, selecting an alternative, and evaluating. It also discusses rational decision-making assumptions and limits, as well as intuitive decision-making. Different types of problems, decisions, policies, procedures and rules are outlined.
Chapter 14 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of key concepts from Chapter 14 of Management by Stephen P. Robbins and Mary Coulter on managers and communication. It discusses the nature and functions of communication, methods of interpersonal communication including evaluating different methods, barriers to effective interpersonal communication, and organizational communication. The document is formatted as a chapter outline and learning objectives with copyright information from Pearson Education.
This document provides an overview of key topics in human resource management including: defining HRM and its relation to management processes; the importance of HRM for all managers; responsibilities of line and staff managers in HRM; trends influencing HRM such as globalization, technology, and demographics; evidence-based HRM; and an outline of the chapters to come. It includes examples of HRM functions and personnel mistakes to avoid. Diagrams depict HRM organizational structures and the interrelation of HRM specialties and processes.
Managing diversity and eliminating discrimination are global concerns. While surface-level diversity like gender and race can activate stereotypes, deep-level diversity in values and personality become more important for similarity as people get to know each other. Effective diversity programs teach managers about equal opportunity, value a diverse workforce, and foster personal development acknowledging different perspectives. Learning involves relatively permanent behavior changes from experience using principles of classical conditioning, operant conditioning, and social learning theory including reinforcement schedules and shaping behavior with rewards.
The document discusses different views of management, constraints managers face, and the decision-making process. It contrasts the omnipotent view that managers control success/failure with the symbolic view that external forces are more influential. Managers must navigate complex external environments and stakeholder relationships. The eight-step decision-making process involves identifying problems, criteria, alternatives, and selecting the optimal choice, then implementing and evaluating outcomes. Intuition and evidence-based practices also influence managerial decisions.
This document discusses corporate social responsibility (CSR) and its evolution in India. It provides details on the history of CSR in India through various phases. It describes the provisions for CSR under the Companies Act 2013 and activities covered under Schedule VII. It discusses the role of banks in India in promoting financial inclusion, priority sector lending, self help groups (SHGs), and implementing various government rural development schemes.
Ch no 3 Organizational Culture and EnvironmentAqib Syed
This document provides an overview of chapter 3 from the textbook "Organizational Culture and Environment" by Stephen P. Robbins and Mary Coulter. It includes learning outcomes, definitions of key terms, and exhibits exploring topics such as the symbolic vs omnipotent views of management, dimensions of organizational culture, how culture affects managers, issues regarding organizational culture, and components of the external environment. The document is intended to guide the reader in learning about how organizational culture and external environment impact managers.
Chapter 1 what is organizational behavior-slidesZainab Khan
This document provides an overview of organizational behavior and what managers do. It defines organizational behavior as the field that studies how individuals, groups, and structures influence behavior in organizations. Managers achieve goals through directing others' activities. The document outlines the five management functions of planning, organizing, leading, coordinating, and controlling. It also discusses Mintzberg's 10 managerial roles and Katz's three essential management skills. Finally, it presents challenges and opportunities for applying organizational behavior concepts, such as responding to globalization, managing diversity, and improving quality.
The document is a chapter from a management textbook that introduces key concepts about management and organizations. It defines management and what managers do, including the four main functions of management. It also discusses how the role and skills required of managers are changing, with an increased focus on customer service and innovation. Additionally, it defines what constitutes an organization and explores why studying management is important.
The document provides an overview of the history and evolution of management theories from early practices to modern approaches. It discusses seminal thinkers and concepts such as: Frederick Taylor's scientific management principles; Henri Fayol's 14 principles of management; Max Weber's bureaucracy model; the Hawthorne Studies impact on organizational behavior theory; and the systems approach to understanding organizations. The document aims to help readers understand the development of management as a field of study over time through key historical influences.
This document outlines a chapter from a management textbook that discusses social responsibility and managerial ethics. It includes a learning outline that covers topics like defining social responsibility, the relationship between social involvement and economic performance, green management approaches, values-based management, and factors that influence ethical behavior. The chapter examines issues managers may face and provides frameworks for analyzing the social and ethical dimensions of business decisions.
This document provides an overview of key topics from a chapter on social responsibility and managerial ethics. It includes:
- Definitions of social responsibility from classical and socioeconomic views, as well as levels of social obligation, responsiveness, and responsibility.
- Research showing a positive relationship between social involvement and economic performance, though definitions and measurements are challenging.
- Approaches organizations can take to become more environmentally friendly, from legal compliance to activism.
- The role of shared values and ethics training in encouraging ethical behavior within an organization.
- Factors like individual characteristics and corporate culture/policies that influence ethical decision making.
This document provides an outline for a chapter on organizational control. It discusses key topics like the definition of control, the control process, measuring performance, and tools for controlling organizational performance. Specifically, it defines control as monitoring activities to ensure they are accomplished as planned and correcting deviations. It describes the three steps in the control process as measuring performance, comparing it to a standard, and taking action to correct deviations. The document also discusses common performance measures, different types of controls like feedback and concurrent controls, and tools managers can use to control performance like balanced scorecards and benchmarking.
This document summarizes key points from Chapter 17 of the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter introduces the topic of controlling, which refers to monitoring activities to ensure goals are accomplished as planned and correcting deviations. It describes the three step control process of measuring performance, comparing to standards, and taking corrective action. It also discusses tools for measuring organizational performance such as financial ratios, balanced scorecards, and benchmarking. Finally, it covers contemporary issues in control relating to cross-cultural differences, workplace concerns, and customer interactions.
The document provides an overview of the historical development of management theories from ancient times to modern approaches. Some of the early contributors discussed include Adam Smith, who advocated for the division of labor, and the Industrial Revolution, which created a need for management in large organizations. Major classical theories summarized are Scientific Management by Taylor, which used scientific principles to optimize work, and Fayol's General Administrative Theory, which identified principles of management. Modern approaches discussed include Organizational Behavior, Systems Theory, and Contingency Theory.
Ch no. 5 Social Responsibility and Managerial EthicsAqib Syed
This document discusses social responsibility and managerial ethics. It covers topics such as the definition of social responsibility as a manager's duty to stakeholders. It also discusses different levels of social responsibility that companies can take, from obstructionist to proactive. The document also discusses arguments for and against social responsibility, whether social responsibility pays, how organizations can become more environmentally friendly, and issues around managerial ethics.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
Chapter 12 management (9 th edition) by robbins and coulterMd. Abul Ala
1) The document discusses managing organizational change and innovation. It defines key terms like change, change agents, organizational development techniques, and stresses the importance of managing resistance to change.
2) It examines different types of change including structural, technological, people-focused, and organizational development changes. It also looks at forces driving change within and outside organizations.
3) The document outlines Lewin's three-stage change model of unfreezing, changing, and refreezing. It also discusses stimulating innovation through creativity, champions of new ideas, and characteristics of innovative companies.
This document provides an overview of theories of motivation from a chapter in a management textbook. It summarizes Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McClelland's three needs theory. It also discusses goal-setting theory, reinforcement theory, job characteristics model, equity theory, and expectancy theory. The document includes learning outlines and exhibits to illustrate key concepts from each motivation theory.
Organizational behavior is defined as the field of study that investigates how individuals, groups, and structure influence behavior within organizations in order to improve an organization's effectiveness. Managers achieve goals through directing the activities of others. The chapter discusses the importance of replacing managerial intuition with systematic study using concepts from fields such as psychology, sociology, and anthropology. It also outlines challenges and opportunities for applying organizational behavior concepts, such as managing workforce diversity and globalization.
Ch 5 social responsibility and managerial ethicsNardin A
The document is a chapter from a management textbook. It discusses social responsibility and managerial ethics. The chapter covers topics such as defining social responsibility, green management practices, factors that influence ethical behavior, and ways for managers to encourage ethics. It also addresses issues like managing ethical lapses, the role of social entrepreneurs, and how businesses can promote positive social change.
Social responsibility of business towards different sections of society .Reasons for the development of social responsibility concept,Arguments against social responsibility,
Social activities undertaken by some companies
The document summarizes key aspects of decision-making as discussed in Chapter 6 of a management textbook. It describes the eight steps in the decision-making process, including identifying the problem, criteria, alternatives, selecting an alternative, and evaluating. It also discusses rational decision-making assumptions and limits, as well as intuitive decision-making. Different types of problems, decisions, policies, procedures and rules are outlined.
Chapter 14 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of key concepts from Chapter 14 of Management by Stephen P. Robbins and Mary Coulter on managers and communication. It discusses the nature and functions of communication, methods of interpersonal communication including evaluating different methods, barriers to effective interpersonal communication, and organizational communication. The document is formatted as a chapter outline and learning objectives with copyright information from Pearson Education.
This document provides an overview of key topics in human resource management including: defining HRM and its relation to management processes; the importance of HRM for all managers; responsibilities of line and staff managers in HRM; trends influencing HRM such as globalization, technology, and demographics; evidence-based HRM; and an outline of the chapters to come. It includes examples of HRM functions and personnel mistakes to avoid. Diagrams depict HRM organizational structures and the interrelation of HRM specialties and processes.
Managing diversity and eliminating discrimination are global concerns. While surface-level diversity like gender and race can activate stereotypes, deep-level diversity in values and personality become more important for similarity as people get to know each other. Effective diversity programs teach managers about equal opportunity, value a diverse workforce, and foster personal development acknowledging different perspectives. Learning involves relatively permanent behavior changes from experience using principles of classical conditioning, operant conditioning, and social learning theory including reinforcement schedules and shaping behavior with rewards.
The document discusses different views of management, constraints managers face, and the decision-making process. It contrasts the omnipotent view that managers control success/failure with the symbolic view that external forces are more influential. Managers must navigate complex external environments and stakeholder relationships. The eight-step decision-making process involves identifying problems, criteria, alternatives, and selecting the optimal choice, then implementing and evaluating outcomes. Intuition and evidence-based practices also influence managerial decisions.
This document discusses corporate social responsibility (CSR) and its evolution in India. It provides details on the history of CSR in India through various phases. It describes the provisions for CSR under the Companies Act 2013 and activities covered under Schedule VII. It discusses the role of banks in India in promoting financial inclusion, priority sector lending, self help groups (SHGs), and implementing various government rural development schemes.
Ch no 3 Organizational Culture and EnvironmentAqib Syed
This document provides an overview of chapter 3 from the textbook "Organizational Culture and Environment" by Stephen P. Robbins and Mary Coulter. It includes learning outcomes, definitions of key terms, and exhibits exploring topics such as the symbolic vs omnipotent views of management, dimensions of organizational culture, how culture affects managers, issues regarding organizational culture, and components of the external environment. The document is intended to guide the reader in learning about how organizational culture and external environment impact managers.
Chapter 1 what is organizational behavior-slidesZainab Khan
This document provides an overview of organizational behavior and what managers do. It defines organizational behavior as the field that studies how individuals, groups, and structures influence behavior in organizations. Managers achieve goals through directing others' activities. The document outlines the five management functions of planning, organizing, leading, coordinating, and controlling. It also discusses Mintzberg's 10 managerial roles and Katz's three essential management skills. Finally, it presents challenges and opportunities for applying organizational behavior concepts, such as responding to globalization, managing diversity, and improving quality.
The document is a chapter from a management textbook that introduces key concepts about management and organizations. It defines management and what managers do, including the four main functions of management. It also discusses how the role and skills required of managers are changing, with an increased focus on customer service and innovation. Additionally, it defines what constitutes an organization and explores why studying management is important.
The document provides an overview of the history and evolution of management theories from early practices to modern approaches. It discusses seminal thinkers and concepts such as: Frederick Taylor's scientific management principles; Henri Fayol's 14 principles of management; Max Weber's bureaucracy model; the Hawthorne Studies impact on organizational behavior theory; and the systems approach to understanding organizations. The document aims to help readers understand the development of management as a field of study over time through key historical influences.
This document outlines a chapter from a management textbook that discusses social responsibility and managerial ethics. It includes a learning outline that covers topics like defining social responsibility, the relationship between social involvement and economic performance, green management approaches, values-based management, and factors that influence ethical behavior. The chapter examines issues managers may face and provides frameworks for analyzing the social and ethical dimensions of business decisions.
This document provides an overview of key topics from a chapter on social responsibility and managerial ethics. It includes:
- Definitions of social responsibility from classical and socioeconomic views, as well as levels of social obligation, responsiveness, and responsibility.
- Research showing a positive relationship between social involvement and economic performance, though definitions and measurements are challenging.
- Approaches organizations can take to become more environmentally friendly, from legal compliance to activism.
- The role of shared values and ethics training in encouraging ethical behavior within an organization.
- Factors like individual characteristics and corporate culture/policies that influence ethical decision making.
What is Social Responsibility
Contrast the classical and socioeconomic views of social responsibility.
Discuss the role that stakeholders play in the four stages of social responsibility.
List and explain the arguments for and against social responsibility.
Differentiate between social obligation, social responsiveness, and social responsibility.
Social Responsibility and Economic Performance
Explain what research studies have shown about the relationship between an organization’s social involvement and its economic performance.
This document is a learning outline for a chapter on social responsibility and ethics. It outlines topics like defining social responsibility, the relationship between social responsibility and economic performance, values-based management, and managerial ethics. It discusses factors that influence ethical behavior and ways managers can encourage ethics, like establishing codes of ethics, leading by example, and providing ethics training. The overall document provides an overview of key concepts and issues relating to social responsibility, ethics, and sustainable business practices.
The document outlines a chapter about social responsibility and managerial ethics from a management textbook. It discusses key topics like the classical and socioeconomic views of social responsibility, the relationship between social involvement and economic performance, approaches to environmental sustainability like the greening of management, and the role of values-based management and shared corporate values. The learning outline provides an overview of the subtopics and issues covered in the chapter.
Chapter 5 Social Responsibility And Managerial Ethics Ppt05D
The document outlines key concepts around social responsibility and managerial ethics discussed in a chapter, including contrasting classical and socioeconomic views of social responsibility, the four stages of social responsibility, approaches to evaluating social and environmental impacts from obligation to responsibility, research on the relationship between social involvement and economic performance, and the roles of values, ethics training, and leadership in encouraging ethical behavior in organizations.
This document outlines the key topics and learning outcomes covered in Chapter 5 of the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses social responsibility and managerial ethics. It covers concepts such as social responsibility, green management, factors that influence ethical behavior, and how managers can encourage ethical conduct within their organizations. Specific strategies are provided, such as developing codes of ethics and providing ethics training. The role of social entrepreneurs is also mentioned.
Principal of management 9erobbins ppt05 lecture_3Malik Saif
The document discusses social responsibility and managerial ethics. It covers topics like different views of social responsibility, the relationship between social involvement and economic performance, approaches to environmental sustainability ("greening"), the purpose of shared values in values-based management, and factors that influence ethical behavior like moral development, individual characteristics, organizational culture and more.
The document outlines the key topics in a chapter on social responsibility and ethics. It discusses classical and socioeconomic views of social responsibility, and how social obligation evolves into social responsiveness and responsibility. It examines research on the relationship between social involvement and economic performance. It also defines values-based management, managerial ethics, and how organizations can improve ethical behavior through codes of ethics, training, and leadership.
The document discusses management in the context of social responsibility and the global marketplace. It covers topics such as different views of a firm's social responsibility, approaches to environmental sustainability, factors that influence employee ethics, and challenges of managing in the global environment including legal, economic, and cultural differences across countries.
The document outlines the key objectives and concepts around corporate social responsibility and business ethics. It discusses the Davis Model of Corporate Social Responsibility, which includes ideas like social responsibility arising from social power and calculating social costs and benefits. It also covers varying opinions on social responsibility, approaches to meeting social obligations, and how society can help businesses meet their social obligations. Finally, it defines business ethics and discusses creating an ethical workplace through principles like the golden rule and Kant's categorical imperative.
The document discusses going green as an organizational transformation. It presents key concepts around sustainability and the triple bottom line of social, economic and environmental dimensions. It describes the stages organizations go through in responding to sustainability issues, from defensive to strategic. Going green provides performance advantages like cost savings, risk reduction and market differentiation. The process of transformation starts with setting a vision and diagnosing current practices, then altering informal and formal policies. Measuring success requires tools like a balanced scorecard that assesses financial, customer, process and learning objectives. Shaping an organizational culture of sustainability involves leaders rewarding green activities and allocating resources to sustainability endeavors.
This document summarizes key concepts around social responsibility and managerial ethics. It discusses classical and socioeconomic views of social responsibility, as well as differences between social obligation, responsiveness, and responsibility. It also outlines factors that influence ethical behavior, like individual characteristics and organizational culture. Overall, the document provides an overview of perspectives on a company's role in society and improving ethical standards within organizations.
1) An organization's culture constrains managers by influencing what actions and activities are considered proper or improper and valued by the organization. Managers should understand the culture to determine what behaviors are rewarded.
2) An organization's external environment, including factors like economic conditions, legislation, and other stakeholders, also affects managers by introducing uncertainty that impacts planning and decision-making.
3) Managing relationships with external stakeholders is important for organizational performance and is considered ethical, as organizations and stakeholders are interdependent. Understanding stakeholder interests helps organizations determine how to manage these relationships.
This document summarizes key chapters from Organizational Behavior by Stephen P. Robbins. Chapter 3 covers values, attitudes, and job satisfaction. It defines values and attitudes, discusses how they relate to behavior, and frames job satisfaction in terms of its relationship to performance, absenteeism, and turnover. Responses to job dissatisfaction are also examined, including exit, voice, loyalty, and neglect.
This document outlines the key topics and concepts covered in a chapter on organizational culture and the external environment. It includes definitions of omnipotent and symbolic views of management, the seven dimensions of organizational culture, factors that influence culture strength, and how culture is transmitted. It also defines the external environment and its components, environmental uncertainty, stakeholders, and the importance of managing stakeholder relationships.
The Manager: Omnipotent or Symbolic
Define the omnipotent and symbolic views of management.
Contrast the action of manager according to the omnipotent and symbolic views.
Explain the parameters of managerial discretion.
The Organization’s Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
This document outlines a chapter on managerial ethics from a management textbook. It discusses factors that influence ethical behavior, the roles of managers in encouraging ethics, and approaches for managing ethics in organizations. Specific topics covered include moral development stages, individual and organizational determinants of ethics, international ethics considerations, how managers can improve ethics through actions like training and codes of conduct, and the importance of ethical leadership.
This document discusses social responsibility and managerial ethics. It addresses the classical and socioeconomic views of social responsibility. The classical view is that a company's only responsibility is to maximize profits for shareholders. The socioeconomic view is that companies have a moral responsibility to society beyond just making profits.
The document also discusses arguments for and against social responsibility. Some arguments for include public expectations, long-term profits, and ethical obligations. Some arguments against include violating the goal of profit maximization and lack of accountability. The document provides guidelines for managers to improve ethical behavior and outlines determinants and importance of ethics.
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In these slides we will understand the Human Resources that we use in Management and after understanding it you will be able to use the Human Resources.
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The document discusses organizational structure and design. It defines key elements of organizational structure like departmentalization, chain of command, and span of control. It also examines factors that influence structural decisions such as strategy, size, technology, and environmental uncertainty. Different organizational designs are presented, including traditional functional and divisional structures as well as contemporary designs like team, matrix, and boundaryless structures. Challenges of designing organizations in today's environment are also outlined.
In this slide we will learn how to do strategic Management or how to manage things using strategy.This will help you to manage organization strategically.
This document provides an outline for a chapter on foundations of individual behavior in organizations. It covers topics like attitudes, personality, perception, learning, and their implications. Regarding attitudes, it defines components like cognitive, affective, behavioral. It discusses job satisfaction and its impact on behaviors like absenteeism and turnover. On personality, it contrasts the Myers-Briggs and Big Five models and related traits. It also addresses emotions, emotional intelligence, and their relevance for managerial tasks like employee selection and understanding workplace behaviors.
The document is a chapter from a management textbook that discusses managing in a global environment. It covers key topics like different global attitudes, regional trade agreements, international organizations, and cultural dimensions. Specifically, it defines parochialism and contrasts ethnocentric, polycentric, and geocentric views. It also describes organizations like the European Union, NAFTA, and ASEAN. Finally, it discusses frameworks for understanding culture, such as Hofstede's dimensions and the GLOBE study.
In these slides there is information about of the organizational culture and its environment that how the organizational culture works.
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This document provides an overview of the historical approaches to management. It discusses ancient management practices, Adam Smith's contributions, the industrial revolution, and major 20th century approaches including scientific management, general administrative theory, quantitative approaches, behavioral approaches, and contingency/contemporary approaches. Key contributors and their principles are outlined, such as Taylor's scientific management principles and Fayol's 14 principles of management.
1) In a parallel circuit, the total current is equal to the sum of the individual branch currents. While the voltage remains the same across all branches, the current divides between the paths and decreases in branches with higher resistance.
2) The current entering or leaving any point in the circuit is the same according to Kirchhoff's current law. All current entering a node must exit that node.
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The document discusses different types of oscilloscopes and function generators. It describes cathode-ray oscilloscopes (CROs), dual-beam oscilloscopes, analog storage oscilloscopes, digital oscilloscopes, mixed-signal oscilloscopes, and handheld oscilloscopes. It also discusses function generator controls, types of function generators including analog and digital, and sweep function generators. The document provides details on the systems and controls of oscilloscopes, including vertical, horizontal, and trigger systems. It explains the basic workings and applications of different oscilloscope and function generator types.
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