Study Guides (390,000)
CA (150,000)
U of G (8,000)
MGMT (50)
Midterm

MGMT 1000 Study Guide - Midterm Guide: Corporate Social Responsibility, Human Resource Management, Job Performance


Department
Management
Course Code
MGMT 1000
Professor
Kathleen Rodenburg
Study Guide
Midterm

This preview shows pages 1-3. to view the full 17 pages of the document.
CHAPTER 3: LO1 - Ethics in the Workplace
-Ethics: are beliefs about what is right and wrong and or good and bad.
-Ethical behavior: is right and good in the workplace,
-Unethical behavior is wrong and bad.
*Ethics vary from person to person, but an enterprise or corporation should all share the same good
ethics*
Managerial Ethics are standards of behavior that guide managers in their work. Behavior toward
employees includes hiring and firing, wages, working conditions, privacy and respect. There are laws
and regulations that make it illegal for managers to treat employees poorly.
Conflict of Interest: occurs when an activity benefits an individual at the expense of the employer
How to Determine Ethical Behavior:
1. Gather the relevant factual information
2. Determine the most appropriate moral values
3. Make an ethical judgment based on the rightness or wrongness of the proposed activity or
policy.
Other principles that come into play when deciding if something is ethical:
-Utility
– Does the act optimize what is best for those affected?
-Rights
– Does it respect rights of people involved?
-Justice
– Is it consistent with what we regard as fair?
-Caring
– Is it consistent with people’s responsibilities to each other?
Gather Data, Analyze, Make Decision
Code of Ethics: Formal, written acknowledgement of a company’s intent to do business in an ethical
manner.
CHAPTER 3: LO2 - Corporate Social Responsibility
Corporate Social Responsibility – Refers to the way in which a business tries to balance its
commitments to organizational stakeholders.
Organizational Stakeholders – That are directly affected by the actions of an organization.
How does CSR apply to the environment, investors, customers and workers?
- With respect to the environment, CSR requires firms to minimize pollution of air, water and
land.
- With respect to customers, CSR requires firms to provide products of acceptable quality, to
price products fairly, and to respect customer’s rights.

Only pages 1-3 are available for preview. Some parts have been intentionally blurred.

- With respect to employees, CSR requires firms to respect workers as both resources and as
people who are more productive when their needs are met. For investors, CSR requires firms
to manage their resources and to represent their financial status honestly.
4 Approaches to Social Responsibility and 4 steps a firm must take to implement a social
responsibility program
-Four steps to implementing social responsibility program:
- 1) Drafting a policy statement with the support of top management
- 2) Developing a detailed plan
- 3) Appointing a director to implement the plan
- 4) Conducting Social Audits to monitor results.
CHAPTER 3: LO3 - Implementing Social Responsibility Programs
-Obstructionist Stance – business does as little as possible to solve social or environmental
problems and denies or covers up wrongdoings
-Defensive Stance – An organization does only what is legally required and nothing more
-Accommodative Stance – A company meets all of its legal and ethical requirements and in
some cases even foes beyond what is required.
-Proactive Stance – An organization actively seeks opportunities to be socially responsible.
How to Ethics and Social Responsibilities Affect Small Businesses?
- Managers and employees of small businesses face many of the same ethical questions s their
counterparts at larger firms. Small businesses also face the same issues of social responsibility
and the same need to decide on an approach to social responsibility. The differences are
primarily differences of scale.
-----------------------------------------------------------------------------------------------------------------------------
---
CHAPTER 8: LO1 - The Foundations of Human Resource Management
Human resource management (HRM): set of organizational activities directed at attracting,
developing, and maintaining an effective workforce
Human Resource Planning:
- Job Analysis:
- Job description: lists the duties of a job; it's working conditions; and the tools,
materials, and equipment used to perform
- Job specification: lists the skills, abilities, and other credentials needed to do the job
Forecasting HR Demand and Supply:
Forecasting labour involves two tasks
- Forecasting Internal Supply:
the number and type of employees will be in the firm at some
future date
Replacement Charts:

Only pages 1-3 are available for preview. Some parts have been intentionally blurred.

- Lists each important managerial position, who occupies it and how long they
will have it for, who is qualified now,
Skill Inventories:
Employee information systems (skills inventories):
- Computerised and contain information on each employee’s education
skills, work experience, and career aspirations.
- Forecasting external supply:
the number and type of people who will be available for hiring
from the labour market at large
Matching HR Supply and Demand:
- If a shortfall is predicted, new employees can be hired, present employees can be retrained
and transferred to understaffed areas
- If organization needs to hire: external labour-supply forecast
CHAPTER 8: LO2 - Recruiting Human Resources
Recruiting: is the process of attractive qualified people to apply for available jobs
Internal recruiting: means considering present employees as candidates for openings
External recruiting: Attracting people outside the organization to apply for jobs
Selecting Human Resources:
- Application forms
- Tests
Assessment Centre: A series of exercises in which management candidates perform realistic
management tasks while being observed by appraisers
INTERVIEWS:
Behaviour-based interviewing: An approach to improving interview validity by asking questions that
focuses the interview much more on behaviour than on what a person says
Orientation: The process of introducing new employees to the company’s policies and programs, the
co-workers and supervisors they will interact with and the nature of their job
CHAPTER 8: LO3 - Developing Human Resources
TRAINING AND DEVELOPMENT
On-the-job training:
Development programs in which employees gain new skills at a location away from normal work
Management Development Programs: Development programs in which manger’s conceptual,
analytical and problem solving skills are enhanced
Networking: Informal interaction among managers, both inside and outside the office, for the
purpose of discussing mutual problems and solutions and opportunities
Mentoring: Having a more experienced manager sponsor and teach a less experienced manager.
Performance appraisals: A formal program for evaluating how well an employee is performing the
job; helps managers determine how effective they are in recruiting and selecting employees
- METHODS FOR APPRAISING PERFORMANCE:
You're Reading a Preview

Unlock to view full version