Searching for business ethics : 6 results found | RSS Feed for this search
15.311 Organizational Processes (MIT) 15.311 Organizational Processes (MIT)
Description
Organizational Processes enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasis is placed on the importance of the organizational context in influencing which individual styles and skills are effective. The subject centers on three complementary perspectives, or "lenses", on an organization: political, cultural, and strategic design. Students enrolled in this class are also jointly enrolled in 15.328, Team Project, in order to complete a field study of an organizational change initiative. Organizational Processes also operates in conjunction with 15.280, Communication for Managers, by sharing certain assignments and holding some Organizational Processes enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasis is placed on the importance of the organizational context in influencing which individual styles and skills are effective. The subject centers on three complementary perspectives, or "lenses", on an organization: political, cultural, and strategic design. Students enrolled in this class are also jointly enrolled in 15.328, Team Project, in order to complete a field study of an organizational change initiative. Organizational Processes also operates in conjunction with 15.280, Communication for Managers, by sharing certain assignments and holding someSubjects
optimal organization | optimal organization | corporate structure | corporate structure | bureaucracy | bureaucracy | organizational behavior | organizational behavior | contingency theory | contingency theory | organizational change | organizational change | power | power | politics | politics | culture | culture | strategic design | strategic design | studying organizations | studying organizations | team project | team project | hiring | hiring | decision making | decision making | business ethics | business ethics | corporate incentives | corporate incentives | authority | authority | networks | networks | negotiation | negotiation | bargaining | bargaining | leading change | leading change | complex organizations | complex organizations | organizational analysis | organizational analysis | management | management | leadership | leadership | experiential learning | experiential learning | case studies | case studies | political perspective | political perspective | cultural perspective | cultural perspectiveLicense
Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htmSite sourced from
http://ocw.mit.edu/rss/all/mit-allcourses.xmlAttribution
Click to get HTML | Click to get attribution | Click to get URLAll metadata
See all metadataUehiro Seminar: Is Networking Immoral?
Description
If networking is considered to be either cultivating non-merit-based favouritism or demonstrating one?s merit in advance of formal selection processes, then I argue that it is an attempt to gain illegitimate advantage over competitors and is thus immoral. Networking is taken to be a perfectly innocuous part of business and career-advancement. I argue that, where the aim is to increase one?s prospects of prevailing in a formal competitive process for a job or university placement, networking is an attempt to gain illegitimate advantage. This is true no matter which of the two standard characterisations we accept. If networking is about building personal relationships, as some claim, then it involves cultivating non-merit-based favouritism. To that extent it shares one of the wrong-makin Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/Subjects
business ethics | networking | morality | advantage | business ethics | networking | morality | advantage | 3-12-13License
http://creativecommons.org/licenses/by-nc-sa/2.0/uk/Site sourced from
http://mediapub.it.ox.ac.uk/feeds/129191/audio.xmlAttribution
Click to get HTML | Click to get attribution | Click to get URLAll metadata
See all metadata15.311 Organizational Processes (MIT)
Description
Organizational Processes enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasis is placed on the importance of the organizational context in influencing which individual styles and skills are effective. The subject centers on three complementary perspectives, or "lenses", on an organization: political, cultural, and strategic design. Students enrolled in this class are also jointly enrolled in 15.328, Team Project, in order to complete a field study of an organizational change initiative. Organizational Processes also operates in conjunction with 15.280, Communication for Managers, by sharing certain assignments and holding someSubjects
optimal organization | corporate structure | bureaucracy | organizational behavior | contingency theory | organizational change | power | politics | culture | strategic design | studying organizations | team project | hiring | decision making | business ethics | corporate incentives | authority | networks | negotiation | bargaining | leading change | complex organizations | organizational analysis | management | leadership | experiential learning | case studies | political perspective | cultural perspectiveLicense
Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htmSite sourced from
https://ocw.mit.edu/rss/all/mit-allsimplifiedchinesecourses.xmlAttribution
Click to get HTML | Click to get attribution | Click to get URLAll metadata
See all metadataEuropean Business Practice and Culture workbook 4: International Business Perspectives and Ethics
Description
In this module section, you consider the intellectual framework in which to evaluate your personal ethics in business. You will also consider implications of national cultures for ethical values in business, expressed in attitudes to commercial situations.Subjects
ukoer | ethics | culture | business ethics | european business | Tourism | Business and Administrative studies | administrative studies | N000 | CATERING / FOOD / LEISURE SERVICES / TOURISM | NLicense
Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/Site sourced from
http://dspace.jorum.ac.uk/oai/request?verb=ListRecords&metadataPrefix=oai_dcAttribution
Click to get HTML | Click to get attribution | Click to get URLAll metadata
See all metadataVideo Nasties: Emerging Educational Technologies
Description
This contribution to the Good Practice Guide sketches personal experiences, introducing video and MP3 lectures to final year undergraduate students studying Business Ethics.Subjects
business | ast:160511:062cp | cc-by-nc-sa | ukoer | ukpsf | open for business | auoer | bmaf | o4b | aston | aston university | educational technologies | vidoo lectures | mp3 lectures | business ethics | bceo | oer | jisc | hea | Education | X000License
Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/Site sourced from
http://dspace.jorum.ac.uk/oai/request?verb=ListRecords&metadataPrefix=oai_dcAttribution
Click to get HTML | Click to get attribution | Click to get URLAll metadata
See all metadata15.311 Organizational Processes (MIT)
Description
Organizational Processes enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasis is placed on the importance of the organizational context in influencing which individual styles and skills are effective. The subject centers on three complementary perspectives, or "lenses", on an organization: political, cultural, and strategic design. Students enrolled in this class are also jointly enrolled in 15.328, Team Project, in order to complete a field study of an organizational change initiative. Organizational Processes also operates in conjunction with 15.280, Communication for Managers, by sharing certain assignments and holding someSubjects
optimal organization | corporate structure | bureaucracy | organizational behavior | contingency theory | organizational change | power | politics | culture | strategic design | studying organizations | team project | hiring | decision making | business ethics | corporate incentives | authority | networks | negotiation | bargaining | leading change | complex organizations | organizational analysis | management | leadership | experiential learning | case studies | political perspective | cultural perspectiveLicense
Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htmSite sourced from
https://ocw.mit.edu/rss/all/mit-allcourses.xmlAttribution
Click to get HTML | Click to get attribution | Click to get URLAll metadata
See all metadata