Disseminated Intravascular Coagulation DIC FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month Disseminated Intravascular Coagulation DIC CLICK THE CARD TO FLIP IT Hematological disorder characterized by inappropriate accelerated systemic activation of the clotting cascade simultaneously causing thrombosis hemorrhage CLICK THE ARROWS BELOW TO ADVANCE 1 53 Terms in this set 53 Disseminated Intravascular Coagulation DIC Hematological disorder characterized by inappropriate accelerated systemic activation of the clotting cascade simultaneously causing thrombosis hemorrhage Thrombosis Brief period of hypercoagulability 1 Coagulation cascade is initiated causing widespread fibrin formation 2 Microthrombi are deposited throughout the microcirculatory 3 Fibrin deposits result in tissue ischemia hypoxia necrosis 4 Leads to multiorgan dysfunction Fibrinolysis Period of hypocoagulability the hemorrhagic phase 1 Activates the complement system 2 Byproducts of fibrinolysis further enhance bleeding by interfering with platelet aggregation fibrin polymerization thrombin activity 3 Leads to hemorrhage disease DIC is not a __ it is always secondary to a primary disease process Endothelial Tissue Injury Extrinsic Blood vessel injury Intrinsic Sepsis __ is 1 cause of DIC Retained placenta or fetal tissue Extrinsic endothelial Shock or trauma Infections gram and gram sepsis aspeergillosis Obstetric complications Malignancies APML AML cancers of the lung colon breast prostate Obstetric complications of extrinsic DIC Amniotic fluid embolism Abruptio placentae IUFD HELLP Syndrome Eclampsia Intrinsic blood vessel Infectious vasculitis certain viral infections rocky mountain spotted fever Vascular disorders Intravascular hemolysis hemolytic transfusion reactions Snakebite pancreatitis liver disease acute or chronic the onset of DIC may be __ or __ Acute DIC Develops rapidly over a period of hours Presents with sudden bleeding from multiple sites Treated as a medical emergency Chronic DIC Develops over a period of months Maybe subclinical Eventually evolves into an acute DIC pattern bleeding thrombotic most common sign of DIC is __ or __ manifestations bleeding of DIC manifested by ecchymosis petechiae and purpura bleeding from multiple sites either oozing or frank bleeding cool and or mottled extremities dyspnea and chest pain if pleura and pericardium involved hematuria Bleeding manifestations Integumentary system Pallor Petichae purpura oozing blood venipuncture site bleeding hematomas occult hemorrhage Bleeding manifestations Respiratory Tachypnea hemoptysis Bleeding manifestations Cardiovascular Tachycardia hypotension Bleeding manifestations GI Upperlower GI bleed ABD distention Bloody stools Bleeding manifestations GU hematuria Bleeding manifestations Neuro vision changes HA dizziness mental status change Integumentary thrombotic manifestations Cyanosis ischemic tissue necrosis gangrene hemorrhagic necrosis Respiratory thrombotic manifestations Tachypnea Dyspnea pulmonary emboli ARDS Cardiovascular thrombotic manifestations ECG changes Venous distention GI thrombotic manifestations ABD pain and paralytic ileus GU thrombotic manifestations Kidney damage oliguria renal failure bleeding DIC that evolves rapidly over hours or days causes __ venous thrombotic emobolic DIC that evolves slowly over weeksmonths causes venous __ __ manifestations Collaborative management TREAT THE UNDERLYING CAUSE Provide supportive management of complications Support organ function Stop abnormal coagulation and control bleeding Assessment of coagulation studies Treat prevent infection Heparin IV fluids blood products Fibrinogen Evaluated for the amount available for coagulation Normal range 170340 mgdL Decreases in DIC DDimer Evaluates local fibrinolysis Normal range 0250 ngmL Increases in DIC Partial Thromboplastin Time PTT Evaluated for intrinsic pathway Normal range 2535 secs Elevated in DIC Nursing CareAssessment of DIC Identify risk factors Hx of bleeding disorder medications that may induce bleeding for DIC Identify cause Continuosally assess for SS of the condition and progression of thrombi and bleeding Assess lab values Diagnoses for DIC Risk for fluid volume defecit Risk for impaired skin integrity Risk for imbalanced fluid volume Ineffective tissue perfusion Death anxiety Planning for DIC Maintain hemodynamic status maintenance of intact skin and oral mucosa maintenance of fluid balance maintenance of tissue perfusion enhanced coping absence of complications Interventions for the pt with DIC Should target potential sites of organ damage Monitor and assess carefully Cardiac pulmonary Renal neurologic function Monitor Lab values Interventions contd 1st assess and correct underlying cause Prevent organ damage secondary to microemboli Assess for ss such as cyanotic nail beds and pain Administer blood clotting products PRBC FFP Cryoprecipitate Fluid replacement Avoid NSAIDs Supplemental O2 Interventions Contd Frequent VS no rectal temp cardiac monitor Strict IOs Skin care Administer fluid replacement Administer blood clotting products PRBCs FFP Cryoprecipitate Administer supplemental O2 Administer anticoagulants Heparain Predexa decreases microclot formation and overuse of clotting factors Comfort pain management Psychological wellbeing Skin care Frequent assessments Position changes Q2 hrs pressure ulcers blood stasis may precipitate clottingthrombus formation Pressure relieving mattress reduce risk of skin trauma Hygiene Paper tape Anticoagulants Heparin Predexa Ddimer FDP __ __ will tell if DIC decrease in platelets will continue to move down Fibrinolysis increases platelets decreases 80 __ of pts with DIC will die release of tissue factors clotting bleeding micro clots __ __ cause organ failure EKG there will be a change in EKG Temp there will be a decrease in __ organ support __ function by increasing perfusion and decreasing additional stimuli Assessment urine output pain mental status Abruptio placentia Increase DIC extrinsic tissue fluid Interventions Monitor Labs IOs Assess positioning bed sheet urine output 30 mLhr Fluids blood products GI no bowel sounds pain NV distention Interventions IV Reglan increases motilityantiemetic Zofran Rectal avoid __ administration

B I I O O O O O O O O O O O O O B I I O O O O O O O B I O O O O O O O O B I O O O O O O O O O O O O O O O O O B I I O B I O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O

disseminated intravascular coagulation
hematological disorder
clotting cascade


Chapt 11 Gross Domestic Product GDP FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month National Income Accounting CLICK THE CARD TO FLIP IT The system used to measure the aggregate income and expenditures for a nation CLICK THE ARROWS BELOW TO ADVANCE 1 31 Terms in this set 31 National Income Accounting The system used to measure the aggregate income and expenditures for a nation Gross Domestic Product GDP The market value of all FINAL GOODS and SERVICES produced in a nation during a period of time Usually per year value of all goods and services produced in your country Final Goods Finished goods and services produced for the ultimate user Intermediate Goods Goods and Services used as inputs for the production of final goods GDP does not count Intermediate goods and only count final goods and services GDP Advantage GDP measures value using dollars rather than a list of the number of goods and services GDP excludes Secondhand transactions Used cars and homes Nonprofit Transactions Transfer Payment Intermediate Goods Transfer Payment A government payment to individuals not in exchange for goods or services currently produced EXP welfare checks Food Stamps GDP does not measure nonproductive financial transactions such as giving gifts stocks bonds transfer payments Circular Flow Model A model that show us how all the pieces of the GDP puzzle fit together Circular Flow Model Chart PRODUCT MARKETS Goods Services HOUSEHOLDS supply FACTOR MARKETSFactors of Production BUSINESS Supply PRODUCT MARKETS HOUSEHOLDS Spending PRODUCT MARKETS Demand BUSINESS Factor Payments FACTOR MARKETS Demand HOUSEHOLDS Expenditure Approach The national income accounting method that measures GDP by adding all the spending for final goods and services 4 Sectors of GDP 1 Consumption anything that we individual buy 2 Investment capital investment machinery 3 Government state local 4 Foreign XM exports or imports GDP C I G XM Short Comings of GDP nonmarket transactions being done domestically in your home Distribution kind and quality of products Neglect of leisure time one country works harder than the other but both have same GDP Underground economy Illegal things black market Economic Bads Family breakup alcoholic divorce environmental degradation Conclusion of Shortcomings GDP is a quantitative rather than qualitative measure of the output of goods and services Other National Accounts that measure Performance National Income Personal Income Disposable Personal Income Nominal and Real GDP GDP chain price index National Income NI the total earned by resource owners including wages rents interest and profit NI GDPDepreciation Personal Income PI the total income received by households that is available for consumption saving and payment of personal taxes PI National Income Profits FICA Transfer Payments Disposable Income DI The amount of income that household have to spend or save after payment of personal taxes DI Personal Income Personal Taxes Nominal GDP The value of all final goods based on the prices existing during the time period of production based on previous years actual prices unadjusted for inflation Real GDP The value of all final goods produced during a given time period base on the prices existing in a selection base year measures output in a constant so that the economic output of one year can be accurately compared to a previous year GDP can increase in 3 ways Price stay the same output increases Output stay the same price increases Combination of both Chain Price Index a measure that compares changes in prices of all final goods during a given period to the prices of those goods in a base year base year will always be 100 REAL GDP nominal GDP GDP Chain Price Index 100 GDP Deflator Prices usually rise so GDP is deflated by the amount of inflation to arrive at real GDP Based on GDP price index Rising prices inflates GDP while Falling prices deflates GDP To Get REAL GDP Falling prices inflates GDP while rising prices deflates GDP

O O B I I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O


Social Responsibilities and Ethics Ch 11 FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month Terms in this set 90 Leadership The ability or authority to guide and direct others toward a goal Ethical leadership Creates an ethical culture Significant impact on ethical decision making because leaders have the power to motivate others and enforce the organizations norms policies and viewpoints Ethical leadership has a __________ relationship with the organizational citizenship of employees and a _______ relationship with deviance or misconduct positive negative Also an important leadership component to a firm Board of directors Ethical leadership is not limited to management or board members The actions of coworkers profoundly impacts the ethical decisions of employees Many CEOs articulate the firms core values but fail to exhibit ethical leadership How do ethical leadership skills develop Through years of training experience and learning other best practices of leadership Requirements that make a good leader 1 Model organizational values 2 Place what is best for the organization over their interests 3 Train and develop employees throughout their careers 4 Establish reporting mechanisms 5 Understand employee values and perceptions 6 Recognize the limits of organizational rules and values Ethical leaders ______ operate in a _______ of decision making never silo What do ethical leaders encourage and emphasize to employees To reach their full potential and emphasize their role as important cocreators of value Systemic Everything is connected It is believed that ethical leadership is based upon this type of thinking Holistic that embraces the complex and challenging issues companies face on a daily basis Seven habits of strong ethical leaders 1 Strong personal character 2 A passion to do right The glue that holds the ethical concepts 3 Proactive 4 Consider all stakeholders interests Balance approach 5 Role models for the organizational values 6 Transparent and actively involved in decisionmaking 7 Take a holistic view of the firms ethical culture Strong ethical leaders are those __________ about the organization and act in the organizations ______ interests passionate best By promoting shared values leaders are able to align employees behind a ___________ common vision Ethical leadership is highly unlikely without a ___________ strong personal character Thomas I White The ability to resolve the complex ethical dilemmas encountered in a corporate culture requires intellectual skills A fundamental problem in traditional character development is that _________________ specific values and virtues are used to teach a belief or philosophy This becomes muddled in a business environment where cultural diversity privacy and the profit motive must be respected Teaching individuals who want to do the right thing regarding corporate values and ethical codes and equipping these individuals with _________________ intellectual skills to address the complexities of business decisions with ethicalunethical results is the correct approach Whole Foods An example of the integritybased approach Ethical leaders generally adopt one of two approaches to leadership 1 Compliancebased approach 2 Integritybased approach Compliancebased approach Emphasize obedience to rules and regulations and sets processes in place to ensure compliance Integritybased approach Views ethics as an opportunity to implement core values Leaders who adopt an integritybased approach ______ take responsibility for the firms ethical culture and hold employees accountable for practicing ethical behaviors and core practices Classes of leaders 1 Unethical 2 Apathetic 3 Ethical Unethical leaders Usually egocentric and often does whatever it takes to achieve the organizations objectives and hisher own Example Alfred Taubman Sothebysprice fixing Psychopathic leader Another type of unethical leader Superficial charm no conscience grandiose selfworth little or no empathy and enjoy flouting the rules Apathetic leaders Not necessarily unethical but care little for ethics within the company Does not listen to employees and does not communicate well Profit driven Example Tony Hayward BP CEOoil spill in the Gulf of Mexico Ethical leader view ______________ as an important resource employee calloboration Ethical conflicts Occur when there are two or more positions on an ethical decision Ethical decision making does not occur unless an ___________ is identified and needs to be resolved ethical issue While leaders can not totally avoid ethical conflict they can maintain an ethical corporate culture through appropriate _____________ conflict management Ethical conflict issues will not be brought to managements attention without ____________ effective mechanisms for transparent communication In addition to managers who else should be trained to handle conflict situations employees Conflict management 5 styles 1 Competing 2 Avoiding 3 Accommodating 4 Collaborating 5 Compromising The 5 conflict management styles are based on two dimensions 1 Assertiveness 2 Cooperativeness Competing Upper left quadrant Leaders are highly assertive and not very cooperative Believe in winning at all costts and measure success by how much the other side loses Ex Al Dunlap Chainsaw Al former CEO of Sunbeam fired thousands of employees Good when enforcing compliance with rules when compromise is impossible Avoiding Lower left quadrant Not effective because they avoid conflict at any costseven if i leads to misconduct Uncooperative and nonassertive Ken Lay and Jeff Skilling Enronaggressive in terms of managing operations of the business but were unethically passive Ethical complacency Accommodating Lower right quadrant Leaders are highly cooperative but nonassertive Give in to the other side even it means sacrificing their own interests and values Compromising Middle Leaders are in between the assertiveness and cooperativeness dimensions They believe the best approach is for each side to give up something in order to gain something of value Collaborating Upper right quadrant Most advantageous Leaders are cooperative and assertive Rather than compromising they collaborate with others to find a creative way to obtain a beneficial solution Desire to meet the needs of stakeholders Effective leaders use ____________ styles depending upon the situation different Ethical leaders should have the ability to ________ identify the conflict management styles of others An ethical leader must know which style of conflict management to ___________ apply to a particular issue Ethical leaders must __________ employees to make ethical decisions and take _____________ for their conduct empower responsibility Essential component of a valuesbased organizational culutre Employee empowerment Valuesbased culture Encourages employees to express concerns bring up ethical issues and take a proactive approach toward resolving conflicts Ethical training for employees should include decision making teamwork and conflict resolution skills Managers should be trained how to create a participative organization culture that encourages employees to engage in ethical decision making Employee empowerment is important in creating _____________ ethical leadership employeecentered A firms ethical culture relies not simply on documents such as a code of ethics but on how employees embody the principles of integrity that the organizations values Two major dimensions of ethical leadership communication 1 transparency 2 reporting Transparency A culture where ethics is frequently discussed Reporting A twoway process in which the communicator communicates with superiors and subordinates Communication for becoming a better leader 1 Touch conversations 2 Listen more 3 Speak to people facetoface 4 Communicate bad news with the same zest as good news 5 Performance feedback regularly 6 Purposeful and thoughtful communication 7 Feedback to improve self 8 Work on blind spots in leadership abilities 4 categories of communication 1 Interpersonal 2 Small group 3 Nonverbal 4 Listening Interpersonal Most wellknown form of communication and occurs when two or more people interact with one another An important way to maintain ethical interpersonal communication Appreciating the dignity of another person even during disciplinary procedures Good approaches to ethical interpersonal communication Collaboration and accessing the issue Small group communication Growing Increase collaboration and generate a variety of different perspectives and opinions on a particular issue Disadvantages of small group communication Engaging in repetitive or routine decision making can cause small groups to overlook certain ethical issues Groupthink and group polarization are negative side effects Groupthink Occurs when one or more group members feels pressured to conform to the groups decision even if they personally disagree Group polarization The fact that a group is more likely to move toward a more extreme position than the group members might have done individually Ways to avoid groupthink 1 Each team member is a critical evaluator 2 Eliminate leadership bias 3 Set up a number of independent groups to work on the same issue 4 Express ideas outside the group 5 Examine alternatives 6 Outside experts 7 Devils advocate Nonverbal communication makes up _________ of the communication process half Nonverbal cues are ____________ than what he or she states verbally deemed more reliable Listening involves paying attention to both verbal and nonverbal behavior Ethical leaders developing good listening skills tend to establish credibility and trustworthiness with employees Leaderfollower congruence Occurs when leaders and followers share the same vision ethical expectations and objectives for the company Leaderexchange theory Claims that leaders form unique relationships with followers through social interactions Socially isolated leaders Will have a tenuous relationship because employees are left to make their own decisions Ethical training Another important way values are communicated Ethical leaders can mitigate power differences through ___________ frequent communication with workers Organizational politics Often perceived as trying to achieve ones own ends even if it means harming others int eh organization Political skills Can be used to promote organizational goals and help rather than hinder other employees Employee feedback can be generated in many different ways Interviews anonymous surveys ethical audits and websites Emotional intelligence Manger self and others Skilled in selfawareness selfcontrol and relationship building 6 leadership styles based on emotional intelligence identified by Daniel Goleman 1 Coercive leader 2 Authoritative leader 3 Affective leader 4 Democratic leader 5 Pacesetting leader 6 Coaching leader Coercive leader Demands instantaneous obedience and focuses on achievement initiative and selfcontrol Effective during crisis or turnaround Authoritative leader One of the most effective Inspires employees to follow a vision facilitate change and creates a strong positive performance climate Constant state of stressgood stress Affiliative leader Values people their emotions and their needs and relies on friendships and trust to promote flexibility innovation and risk taking Democratic leader Relies on participation and teamwork Focuses on communication and creates a positive climate for achieving results Pacesetting leader Can create a negative climate because of the high standard that he or she sets Best for attaining quick results from highly motivated individuals who value achievement and take the initiative Coaching leader Builds a positive climate by developing skills to foster long term success delegating responsibility and skillfully issuing challenging assignments Transactional leaders Attempt to create employee satisfaction through negotiating or bartering for desired behaviors or levels of performance Best suited for rapidly changing situations including those that require responses to ethical problems or issues Transformational leaders Strive to raise employees level of commitment and foster trust and motivation Sense of mission Trust Radical changes to company Howard Schultz and Steve Jobs Authentic leaders Passionate about the company Live out corporate values daily Sam Walton RADAR When ethical misconduct or issues arise R recognize A avoid D discover A answer R recover Recovery involves a 4 step process 1 Take correction action 2 Compensate stakeholders harmed by the misconduct 3 Express regret for the misconduct 4 Reinforce the firms reputation with positive messages Ethical conflicts occur when there are two or more positions on an ethical decision YOU MIGHT ALSO LIKE 60 terms Ethics Chapter 11 Chapter 11 Ethical Leadership 26 terms Ethics Quiz Chapter 11 28 terms chapter 11 Ethical Leadership OTHER SETS BY THIS CREATOR 19 terms Auditing Module G 20 terms Auditing Module F 14 terms Hist Ch 30 13 terms Hist Ch 33 Postcolonialsim and Beyond Latin America Africa Asia and the Middle East THIS SET IS OFTEN IN FOLDERS WITH 80 terms business ethics test 3 50 terms Business Ethics Exam 1 Review 84 terms Ethics Exam Ch 1 4 14 terms Business Ethics Midterm Chapter 4

B I I I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O


The Outsiders Chapters 23 FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month How did Ponyboy and the greasers spend their time CLICK THE CARD TO FLIP IT Going to the movies and the Dingo CLICK THE ARROWS BELOW TO ADVANCE 1 14 Terms in this set 14 How did Ponyboy and the greasers spend their time Going to the movies and the Dingo Why did Dally break laws He liked to show that he didnt care whether there was a law or not Why was it surprising that Cherry was attracted to Darry She claimed he was not anyone you should be with shes a sweet classy nice girl Describe the rules of a fair gang fight No weapons there has to be a reason behind it and there has to be an equal number of people Why do you think Ponyboy and the other greasers resented the Socs The Socs were rich and treated well and fairly They lived the good life Everyone liked them and had societys side In chapter 2 the author uses a flashback to relate to an event that happened at an earlier time What past event did the author relate Why was the information important The flashback was of the aftermath of the beating Johnny got from a group of Socs its important because it was what made him nervous and jumpy all the time which led him to carry a knife due to his fear According to Cherry how were the greasers and the socs different Greasers are angry and emotional but the socs are sophisticated and emotion hiders What made Ponyboy feel that they were not completely different They saw the same sunset they observed the same things in life just with a different perspective How had life been unfair to the greasers They never had a whole family to love and support them they were poor and they couldnt get what they wanted What did Ponyboy mean when he said as he awoke in the field the stars have moved He meant that a lot of time has gone by How did Darry react when Ponyboy finally came home Why did he act that way He slapped him because he was angry and worried when Ponyboy wasnt home What did Ponyboy decide to do to change his life Why did he change his mind He wanted to run away and did with Johnny but they did not get very far He changed his mind because he would still have Sodapop and after all it was his house too Explain what Cherry means when she said the socs wanted to be cool to the point of not feeling anything She meant that they didnt want to show their emotions to look and be cool What is the cliffhanger at the end of chapter 3 Ponyboy thought that things were going to get better but as he said he was very wrong YOU MIGHT ALSO LIKE 27 terms American Literature Unit Five 57 terms The StrangerPart 1 Quiz 43 terms Awakening c112 Quiz Prep 3AP 36 terms The Outsiders OTHER SETS BY THIS CREATOR 63 terms Spanish 7 terms Spiritual Works of Mercy 7 terms Corporal Works of Mercy 13 terms The Outsiders Chapters 78 THIS SET IS OFTEN IN FOLDERS WITH 6 terms The Outsiders Chapter 6 6 terms The Outsiders Chapter 1 15 terms The Outsiders Chapters 45 45 terms Sorry Cards

B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O B I O O O O B I O O O O B I O O O O O O


Managerial Accounting Ch 8 FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month Budget CLICK THE CARD TO FLIP IT A detailed plan for the future that is expressed in formal quantitative terms Balances income and expenditures while providing for some savings CLICK THE ARROWS BELOW TO ADVANCE 1 19 Terms in this set 19 Budget A detailed plan for the future that is expressed in formal quantitative terms Balances income and expenditures while providing for some savings Budget Committee Responsible for overall policy relating to the budget program and for coordinating the preparation of the budget itself Consists of president vice president and the controller Budgets are resolved by the budget committee and approved Cash Budget A detailed plan showing how cash resources will be acquired and used After the cash budget is prepared the budgeted income statement and then the budgeted balance sheet can be prepared 4 major sections receipts disbursements cash excess or deficiency and financing Continuous Budget A 12 month budget that rolls forward one month or quarter as the current month is completed This approach keeps managers focused at least one year ahead so that they do not become to narrowly focused on short term results Perpetual Budget Control Gathering feedback to ensure that the plan is being properly executed or modified as circumstances change One of the purposes for a budget Direct Labor Budget Shows the direct laborhours required to satisfy the production budget By knowing in advance how much labor time will be needed throughout the budget year the company can develop plans to adjust the labor force as the situation requires Companies that neglect to budget run the risk of facing labor shortages or having to hire and lay off workers at awkward times Direct Materials Budget Prepared after the production requirements have been computed Details the raw materials that must be purchased to fulfill the production budget and to provide for adequate inventories Ending Finished Goods Inventory Budget Two purposes to determine cost of goods sold on the budgeted income statement and to value ending inventories The cost of unsold units is computed on this budget Manufacturing Overhead Budget Lists all costs of production other than direct materials and direct labor Master Budget Consists of a number of separate but interdependent budgets that formally lay out the companys sales production and financial goals Culminates in a cash budget a budgeted income statement and a budgeted balance sheet Merchandised Purchased Budget Shows the amount of goods to be purchased from suppliers during the period Used in a merchandising company Participative Budget The most effective method of budget preparation A budget that is prepared with the full cooperation and participation of managers at all levels One important limitation of this method is that lower level managers may allow too much budgetary slack Self Imposed Budget Perpetual Budget A 12 month budget that rolls forward one month or quarter as the current month is completed This approach keeps managers focused at least one year ahead so that they do not become to narrowly focused on short term results Continuous Budget Planning Developing goals and preparing various budgets to achieve these goals One the distinct purposes of a budget Production Budget Prepared after the sales budget Lists the number of units that must be produced to satisfy sales needs and to provide for the desired ending inventory Responsibility Accounting Basic idea is that a manager should be held responsible for specific items that the manager can actually control to a significant extent Personalizes accounting information by holding individuals responsible for revenues and costs Sales Budget A detailed schedule showing the expected sales for the budget period Is the key to the entire budgeting process Based on the companys sales forecast may require sophisticated mathematical models and statistical tools Self Imposed Budget The most effective method of budget preparation A budget that is prepared with the full cooperation and participation of managers at all levels One important limitation of this method is that lower level managers may allow too much budgetary slack Selling and Administrative Expense Budget Lists the budgeted expenses for areas other than manufacturing A compilation of many smaller individual budgets submitted by department heads and other persons responsible for selling and administrative expenses

O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O B O O O O O O O O B O O O O O O O O O O O O O O B O O O O B O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O B O O B O O O O O O O O O B O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O B O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O B O O O O O B O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O B O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O B O B O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O B O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O


Muscle contraction mechanics FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month Name 2 contractile proteins of skeletal muscle CLICK THE CARD TO FLIP IT Actin myosin CLICK THE ARROWS BELOW TO ADVANCE 1 31 Terms in this set 31 Name 2 contractile proteins of skeletal muscle Actin myosin Name 2 regulatory proteins of skeletal muscle Troponin tropomyosin Name 4 structural proteins of skeletal muscle Titin alphaactin dystrophin myomesin Define myofibrils Long bundles of protein filaments inside the muscle fiber What happens to the I band during muscle contraction It shortens What happens to the A band during muscle contraction It stays the same length What happens to the H zone during muscle contraction It shortens What happens to the zone of overlap during contraction It increases What must happen prior to entering the contraction cycle ATP binds to myosin head and is hydrolyzed which causes a conformational change in the myosin head cocking allowing it to bind to actin What happens to the z discs during muscle contraction They move toward each other What is the sequence of events in the ExcitationContraction Coupling 1 An electrical signal is transmitted from the motor neuron to the skeletal muscle fiber 2 This triggers the release of calcium ions from the sarcoplasmic reticulum 3 Calcium ions bind to troponin on the thin filament which allows crossbridges to form tension develops 4 Removal of calcium ions by active transport back into the SR results in relaxation Approximately how much activity does the ATP pool in the cell allow 2 seconds Approximately how much activity does the creatine phosphate pool in the cell allow 15 seconds Approximately how much activity does the glycogen in the muscle allow 2 minutes What happens when glycogen is broken down in the muscle The products of its breakdown pyruvic acid feed into oxidative phosphorylation which can supply energy for approx 40 minutes of activity What is the major cause of fatigue Failure of ExcitationContraction coupling because inorganic P levels in the cell are too high due to breakdown of CP High level of inorganic P inhibits calcium ion release from the SR What are some other factors that cause fatigue Insufficient oxygen depletion of glycogen ADP and lactate buildup What is the oxygen debt The cost of resetting the system after exercise What happens during the oxygen debt Lactic acid is metabolized muscle cells are repaired CP is resynthesized oxygen removed from myoglobin is replaced What happens during the latent phase of the muscle twitch Action potential sweeps over the sarcolemma calcium ions released from SR no change in tension What happens during the contraction phase of the muscle twitch Calcium ions bind to troponin allowing myosin to bind to actin crossbridges form peak tension develops What happens during the relaxation phase of the muscle twitch Calcium actively transported back to SR myosinbinding sites on actin covered by tropomyosin myosin heads detach from actin tension decreases What is the refractory period Period of lost excitability when the muscle is unable to respond to a second stimulus Name two ways to increase the tension in a muscle 1 Spatial summation increase motor unit recruitment 2 Temporal summation increase frequency of stimulation What is an isometric contraction A contraction in which the muscle generates tension but does not shorten Every muscle contraction starts out this way What is an isotonic contraction After sufficient tension is generated to move the load the muscle shortens Define concentric contraction When the development of tension is sufficient to move a load and the muscle shortens Define eccentric contraction As tension decreases the load exceeds tension and the muscle lengthens What are some characteristics of Type IIb muscle fibers Large in diameter high speed low resistance to fatigue because they rely on glycolysis have a low aerobic capacity few mitochondria and a low myoglobin content Also called FG What are some characteristics of Type I muscle fibers Small in diameter low speed high resistance to fatigue because they rely on aerobic metabolism have many mitochondria a high myoglobin content and dense capillary supply Also called SO What are some characteristics of Type IIa muscle fibers Intermediate in diameter moderate speed intermediate resistance to fatigue because they rely on glycolysis but have a higher aerobic capacity than Type IIb Also called FOG

B I B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O B I O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O


chapter 2 FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month Conventional medicine may have been integrated until this scientist separated the mind from the body CLICK THE CARD TO FLIP IT Rene Descartes CLICK THE ARROWS BELOW TO ADVANCE 1 21

O O O O O O O O O O O O O O B I O O O B I O O O O O O O O O O O O O O O O O O O O O O O O


MAN 3301 CH 10 FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month Involuntary Turnover Turnover initiated by an employer Often with employees who would prefer to stay CLICK THE ARROWS BELOW TO ADVANCE 1 90 Terms in this set 90 Involuntary Turnover Turnover initiated by an employer Often with employees who would prefer to stay Voluntary Turnover Turnover initiated by employees Often when the organization would prefer to keep them A manager who decides to fire an employee should quietly take action alone and then let others know afterwards T F False Separating employees has financial and personal risks TF True Employee Separation Organizations must develop a standardized systematic approach to discipline and discharge These decisions should not be left solely to the discretion of individual managers or supervisors Policies should be based on principles of justice and law Policies should allow for various ways to intervene Principles of Justice Outcome Fairness Procedural Justice Interactional Justice A company whose earnings are very low has to reduce the amount given in raises to avoid laying people off The amount of the raise for each employee is determined objectively based on their performance An employee working for this company will most likely feel ____________ and _________________ Low outcome fairness high procedural justice Legal Requirements for employee discipline Wrongful Discharge The discharge may not violate an implied agreement eg employer had promised job security eg the action is inconsistent with company rules The discharge may not violate public policy eg terminating the employee for refusing to do something illegal or unsafe Legal Requirements Discrimination Employers must make discipline decisions without regard to a persons age sex race or other protected status Evenhanded carefully documented discipline can avoid such claims Legal Requirements Employees Privacy Employers need to ensure that the information they gather and use for discipline is relevant Privacy issues also concern the employers wish to search or monitor employees Employers must be prudent in deciding who will see the information Legal Requirements Notification of Layoffs Organizations that plan broadscale layoffs may be subject to the Workers Adjustment Retraining and Notification Act WARN Employers covered by the law are required to give notice before any closing or layoff After hiring Bob for a newly created marketing specialist position his boss assures him that he will be secure in the job until he retires A year later that department is eliminated Bob complains he was guaranteed employment until retirement Is he right Yes he was given a verbal contract Pam Jones worked for 41 years at the same company and had positive performance ratings and personnel records She needed a calculator for work which she purchased with her own money but was not reimbursed because she lost the receipt Later a security guard stopped her as she was leaving work and discovered the calculator in her belongings After a brief internal investigation she was fired and it was announced through internal notices that she had committed a theft The employee sued for libel saying the company used her as an example to prevent other thefts What are the key issues in this case As an HR Director how would you have handled this case What are the key issues in the case Employee privacy why were they searching employees on the way out Could be indicator of poor distrustful culture What are the key issues in the case Employee privacy why were they searching employees on the way out Could be indicator of poor distrustful culture As the HR Director how would you resolve this case As the HR Director how would you resolve this case Students answers will vary but should indicate a sense of due process for the employee and sensitivity around publicizing this event internally This is based on an actual case where the plaintiff one millions from the company Progressive Discipline should follow which rule HotStove Rule meaning discipline should give clear warning and consistent objective and immediate consequences Progressive Discipline A formal discipline process in which the consequences become more serious if the employee repeats the offense The rules of behavior should cover disciplinary problems such as Tardiness Absenteeism Unsafe work practices Poor quantity or quality of work Sexual harassment of coworkers Coming to work impaired by alcohol or drugs Theft of company property Cyberslacking OpenDoor Policy An organizations policy of making managers available to hear complaints Peer Review Process for resolving disputes by taking them to a panel composed of representatives from the organization at the same levels as the people in the dispute Mediation Nonbinding process in which a neutral party from outside the organization hears the case and tries to help the people in a conflict arrive at a settlement Arbitration Binding process in which a professional arbitrator from outside the organization usually a lawyer or judge hears the case and resolves it by making a decision Employee assistance program EAP a referral service that employees can use to seek professional treatment for emotional problems or substance abuse Many EAPs are fully integrated into employers overall health benefits plans Outplacement counseling a service in which professionals try to help dismissed employees manage the transition from one job to another The goals for outplacement counseling are to help the former employee address the psychological issues associated with losing a job while at the same time helping the person find a new job Job Withdrawal a set of behaviors with which employees try to avoid the work situation physically mentally or emotionally Job withdrawal results when circumstances such as the nature of the job supervisors and coworkers pay levels or the employees own disposition cause the employee to become dissatisfied with the job Actions Employees Take When Dissatisfied Behavior changes Change the condition Whistleblowing Bring a lawsuit Lodge complaints Physical job withdrawal Psychological withdrawal Decrease in job involvement Decrease in organizational commitment Job satisfaction a pleasant feeling resulting from the perception that ones job fulfills or allows for the fulfillment of ones important job values The three important components are Values Perceptions Ideas of what is important People will be satisfied with their jobs as long as they perceive that their jobs meet their important values A person may be satisfied with these people for one of three reasons The people share the same values attitudes and philosophies The coworkers and supervisor may provide social support meaning they are sympathetic and caring The coworkers or supervisor may help the person attain some valued outcome The two primary people in an organization who affect job satisfaction are and coworkers and supervisors Serena feels her job processing payroll checks is boring and uninteresting Which intervention would be most appropriate to retain Serena Expanding her job Monitoring Job Satisfaction Employers can better retain employees if they are aware of satisfaction levels so they can make changes if employees are dissatisfied The usual way to measure job satisfaction is with some kind of survey A systematic ongoing program of employee surveys should be part of the organizations human resource strategy This allows the organization to monitor trends and prevent voluntary turnover Exit interview a meeting of a departing employee with the employees supervisor andor a human resource specialist to discuss the employees reasons for leaving A wellconducted exit interview can uncover reasons why employees leave When several exiting employees give similar reasons for leaving management should consider whether this indicates a need for change occurs when the organization requires employees to leave often when they would prefer to stay involuntary turnover occurs when employees initiate the turnover often when the organization would prefer to keep them Voluntary turnover and are costly because of the need to recruit hire and train replacements involuntary turnover voluntary turnover can also result in lawsuits and even violence Involuntary Turnover Employees draw based on the of decisions regarding them the applied and the way managers employees when carrying out those procedures conclusions outcomes procedures treat Organizations may also resolve problems through alternative dispute resolution When employees become they may engage in dissatisfied job withdrawal To prevent l organizations need to promote job withdrawal job satisfaction Job satisfaction is related to a persons values Different employees have different views of which values are important Job satisfaction is based on perception Retaining helps retain and increase employees customers sales Sometimes terminating a poor performer is the only way to show fairnes ensure quality and maintain customer satisfaction Organizations must try to ensure that stay with the organization and and that employees whose performance is are encouraged or forced to leave good performers chronically low Principles of Justice Outcome Fairness Procedural Justice Interactional Justice outcome fairness judgment that the consequences given to employees are just Procedural Justice Judgment that fair methods were used to determine the consequences an employee receives consistent procedures avoidance of bias accurate information way to correct mistakes representation of all interests Ethical standards Interactional Justice Judgment that the organization carried out its actions in a way that took the employees feelings into account Explanation of decision Respectful treatment Consideration Empathy Principle of Discipline HotStove Rule Progressive Discipline HotStove Rule give clear warning and follow up with consistent immediate consequences Progressive Discipline Consequences become more serious if the employee repeats the offense Progressive Discipline Responses Unofficial spoken warning Official written warning 2nd written warning plus threat of temporary suspension temporary suspension plus written notice that this is a last chance to improve Termination Stages of Alternative Dispute Resolution Open door policy Peer review Mediation Arbitration Arbitration Binding process in which a professional arbitrator from outside the organization usually a lawyer or judge hears the case and resolves it by making a decision Mediation a nonbinding process in which a third party acts as an intermediary between the disputing parties and proposes solutions for them to consider Peer Review Process for resolving disputes by taking them to a panel composed of representatives from the organization at the same levels as the people in the dispute Open door review An organizations policy of making managers available to hear complaints What are the 4 causes of job dissatisfaction personal dispositions tasks and roles repetitive physical strain negative supervisors and coworkers pay and benefits Role set of behaviors that people expet of a person in a particular job Role Ambiguity Uncertainty about what the organization expects from the employee in terms of what to do or how to do it Role Conflict An employees recognition that demands of the job are incompatible or contradictory Role Overload A state in which too many expectations or demands are placed on a person by managers and peers in the workplace can produce negative behavior dissatisfaction whistleblowing employees takes charges to the media in hope that if the public leanrs about the situation the organization will be forced to change Organization with and satisfied tend to better low turnover employees perform Every successful organization requires satisfied loyal and satisfied loyal customers employees Sometimes a poor is the only way to to show ensure and maintain satisfaction terminating performer fairness quality customer What are the reasons discharging employees can be difficult legal lawsuits for wrongful discharge discrimination financial risks personal safety violence nothing else to lose factor Todays in which feel for their own rather than to an employer makes more likely psychological contract workers responsibility careers loyalty voluntary turnover Organizations must develop a approach to and standardized systematic discipline discharge Efforts to achieve are important when managing an employee who has high level of and is at greater risk of responding with interactional justice hostility violence Wrongful Discharge violates implied agreements job security action inconsistent with policies public policy fired for refusing to do something unethical illegal unsafe Discrimination discipline based on age sex race or other protected status Employees Privacy employee information can be gathered for legitimate reasons employees behavior affect productivity safety morale monitor suspicious employees theft drug use or other misdeeds What are the measures for protecting employees privacy ensure information is relevant publicize infogathering policies consequences request consent before gathering info treat employees consistently conduct searches discreetly share info only with those who need it Notification of Layoffs sometimes terminations are necessary for economic reasons when a facility must close Federal law requires organizations with more than 100 employees give 60 days notice before any closing or layoff that will affect at least 50 fulltime employees What are the legal requirements employers must meet when hiring and firing employees Avoid wrongful discharge Avoid discrimination Respect Employees Privacy Notification of Layoffs Personal Dispositions higher on employees low in emotional stability conscientiousness and agreeableness negative affectivity core selfevaluation Negative Affectivity pervasive low levels of satisfactionwith all aspects of life anger contemptdisgustguilt fear nervousness more than other people do at work and away focus on negative aspects of themselves and others Core SelfEvaluations self bottomline opinions positive negative selfesteem reach goals stable job satisfaction blame others job dissatisfaction aggressive What are the effects of job dissatisfaction behavior change physical job withdrawal tardinessabsenteeism psychological withdrawal low commitment Job involvement degree to which people identify themselves with their jobs Organizational Commitment degree to which an employee identifies with the organization and is willing to put forth effort on its behalf Job Satisfaction A pleasant feeling resulting from the perception that ones job fulfills or allows for the fulfillment of ones important job values What are the 3 components of job satisfaction values perceptions and ideas People will be with their jobs as long as they that their jobs meet their important satisfied perceive values What are some ways to increase job satisfaction hiring people predisposed to being satisfied refer depressed employees for help design complex meaningful jobs clear roles reinforce shared values support help reach goals set and communicate satisfactory pay levels What are the familyfriendly policies to help employees manage conflict between work and family roles child care elder care flexible work schedules job sharingtelecommuting extended parental leave A process of formally identifying expectations associated with a role Steps for Role Analysis Technique write role expectations discuss expectations list of role duties list expectations for others in role reach consensus on role modify roles duties What are the consequences for violation of rules in progressive discipline spoken warning written warning suspension and termination document in writing

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