accomplished. • First-line Managers – Individuals who manage the work of non-managerial employees. • Middle Managers – Individuals who manage the work of first-line managers. • Top Managers – Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 5 6 What Is Management? Classifying Managers • Managerial Concerns –Efficiency • “Doing things right” –Getting the most output for the least inputs
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Question 1. Visit Campbell’s Soup home page at www.cambellsoupcompany.com. Click on “Governance” and then “Code of Ethics for the CEO and Senior Financial Officer.” What leadership concepts presented in this chapter are illustrated in this code? Is this code consistent with the presentation of Douglas Conant in the Learning from Experience feature? Explain. Campbell Soup Company is committed to conducting its business in compliance with the law and the highest ethical standards. The
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|[pic] |Course Syllabus | | |School of Business | | |OI/361 Version 1 | |
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"Ethics in Organizational Behavior" Please respond to the following: The decision to terminate an employee requires more information than what is given. The overall culture of the attitude towards the employee, how they interact, fit in, encourage or discourage their co-workers, and the overall dynamic of their presence in the organization. By keeping the more motivated employees, that usually is comprised of the younger generation of the employee pool • Considering I have to answer the question
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combination of each of their Big Five personality characteristics. For Jennifer, she may be very sociable (high Extroversion), very friendly (high Agreeableness), hard-working (high Conscientiousness), easily stressed (low Emotional Stability) and a poor decision maker (low level of Intellect). A considerable amount of research suggests that personality is stable throughout life and associated with a range of important life outcomes, from academic and occupational success, to marital stability and physical
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Employees ……………………………... 9 Chapter Four Building Training and Diversity Program ………………………….. 16 Chapter Five Organizational Structure and Design ………………………………. 23 Chapter Six Improving Communication …………………………………………... 29 Chapter Seven Decision-Making ……………………………………………………… 36 Chapter Eight Leading Effectively …………………………………………………… 42 Chapter Nine Empowerment Plan ………………………………………………….. 46 Chapter Ten Team and Culture ……………………………………………………. 49 Chapter Eleven Managing Change ……………………………………………………
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Better for firms (signed contract) bad for firm (sign anti- comp contract) * Intangible knowledge that can be protected in the court of law * Globalization * Technology can be negative for firms because it reduces their cost saving making it better for consumers by competing with prices * Difficult to differentiate oneself by way of compete with new product * Diversity avoid simple culture barriers, language barriers * Ethics 2) Today’s workplaces… * What
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Distance (who is making the decision) Culture that are low power distance sharing of power is a must. The employees are expected to be involved in the decision making. Managers need to learn how to make the decision via power sharing. People with high power distance mindset tends to operate under instructions. Leadership management style needs to be customized. Uncertainty Avoidance; how decision is made High uncertainty avoidance = Low risk taker and vice versa. The decisions are made quickly
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Essay Questions (Ch 9) 1. Identify and briefly discuss the four distinguishing characteristics of a mature (well-functioning) group. The distinguishing characteristics includes (1) a clear purpose and mission, (2) well-understood norms and standards of conduct (3) a high level of group cohesion (4) a flexible status structure. Stating the purpose in terms specific goals enhances productivity over and above any performance benefits achieved through individual
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Style has a significant effect on the way people set about solving problems, making decisions, communicating and relating to each other. And cognitive style refers to our preference for thinking, working and behaving in particular ways. Five key dimensions Under the five key dimensions on which people differ in their degree of openness, organization, sociability, agreeableness and sensitivity, I would compare my strengths and weaknesses with these five domains. Openness and problem solving
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