Day 23 November 19, 2002

1
Day 23 November 19, 2002

• Collect Individual Assignment 5
• Comment on test topics collected last time
• Many of the items listed as missing were on a
  different version of the test or were covered in
  the multiple choice

2
Ch. 8 Org. Culture Ethics (cont.)

• Developing Changing Culture
• Scenario practice for applying and/or linking
  theories and concepts
• Ethics

3
Developing culture

• Mission
• Strategic objectives that support mission
• Core Values Operating Principles (some/I argue
  that core values should come first)
• Communication of values/culture
• Recruit, hire, promote people who are congruent
  with culture
• Socialize employees into the culture

Critical
4
Changing culture

• Understand the current culture, Consider timing,
  Value diversity, Anticipate resistance
• Define elements of new culture
• Communicate new culture using stories, rites,
  etc.
• Realign policies and practices to support culture
• Use formal mechanism to transmit reinforce
• Replace employees who continue to resist
• Evaluate culture in relation to mission

Critical
5
Mini-scenarios pp. 361-362

• These scenarios, like the one on page 340, are
  great for linking back to earlier material (e.g.,
  management skills, teams, organizational.
  context, personality, problem solving,
  motivation, leadership) as well as organization
  culture and ethics
• The cumulative final will ask you to respond to
  one or more scenarios and apply different
  theories to help explain what is happening or
  help address an organizational problem

Cum. Final Sample
6
Applying theories and concepts to scenarios

• Explain the entire theory or concept without
  referring to the scenario
• Then, discuss how the theory or concept fits with
  the scenario

7
Applying theories and concepts to scenarios
Example, p. 361

• Creating a team based culture
• Discuss general actions that need to be taken to
  change culture (see slide 4)
• Discuss specific examples of actions that need to
  be taken to change this particular culture
• Include other relevant theories and concepts
  (e.g., models of team development, motivation
  theories, personality variables, etc.)

8
Example of making connections Empowerment

• Link to personality variables
• E.g., self-efficacy, locus of control,
  authoritarianism
• Link to content process models of motivation
• E.g., Need for achievement, growth,
  self-actualization, power, expectancy theory,
  equity theory

Dont memorize stages in empowerment process
9
EncouragingEthical Behavior

• Ethical behavior
• Unethical behavior
• Ethical dilemmas

What is the difference?
N.B. There is no need to document the
relationship between ethical behavior and firm
performance. Ethical behavior is demanded of us
even when it is not profitable.
10
Guidelines for yourself

• Be honest
• Take ethical stands (figure out your ethical
  standard first)
• Rights
• Justice
• Golden Rule
• Good of the Many
• Sunlight (or Mom) test

11
Encouraging Ethical Behavior

• Communicate, promote, reward ethical behavior
  as a key value
• Model ethical behavior and speak out against
  unethical behavior
• Communicate expectations
• (Code of Ethics Enron had one)
• Ethics training, hotlines, internal programs
• Dont send mixed messages

12
Moral Dilemmas MSV 59

• Joe, whose work is well below average but whose
  wife has a terminal disease
• Bill, the superstar accused of sexual harassment
  by Patsy the secretary in the short skirts
• Kathy, your friend or Karla, the higher rated
  performer for the promotion
• Sue White or Alina African-American
• Unlucky Jack who falsified his expense report
• Sam, who wants to steal another persons idea

13
More ethical dilemmas (p. 376)

• Jobs To export or not to export
• Managing a staff of financial advisors
• Does integrity matter?
• What would you do?
• Why?

14
Global Issues and Ethics

• Whose ethical standards do we follow?
• Distinguishing ethics from laws

15
For next time . . .

• Guest speaker for first portion of the class
• Ch. 10 Managing Politics, Conflict, Change