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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 some

Subjects

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 perspective

License

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.htm

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Uehiro 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 | 3-12-13

License

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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

Subjects

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 perspective

License

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.htm

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European 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 | N

License

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/

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Video 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 | X000

License

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/

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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

Subjects

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 perspective

License

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.htm

Site sourced from

https://ocw.mit.edu/rss/all/mit-allcourses.xml

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