Ethical Considerations in Global Expansion

Cartwright.pdf

Home >Business & Finance homework help >Management homework help >Ethical Considerations in Global Expansion

Ideas Into Action Guidebooks

Another executive lives her life at work as a hard-driving, highly competitive manager. She is baffled by the continual power strug- gles she gets into with her teenage children.

Values, Motivation, and Priorities Many different kinds of personal values act as motivators and can have an impact on setting priorities. The list on the next page is not exhaustive, of course, but it includes many of the values that motivate people.

To gain a better understanding of how your values motivate you to set priorities, try looking at your personal activities. For example, consider the way you prioritize family and volunteer activities. Do you put your family before your community commit- ments when you are planning your time? Is service to a religious group more important to you than volunteering for a civic group? Seek comments from others about how you spend your time away from work. Think about what your activities say about your per- sonal motivators. (This assumes that you spend most of your time doing what you’re motivated to do. If you don’t, then learning to set priorities may not be your most pressing leadership challenge.) Try ranking your motivators according to how you spend your time, instead of how you feel about the motivators them- selves. Use the worksheet on page 10 to track your activities dur- ing a typical week. Begin by labeling your usual work and sleep hours, and then label your free hours as completely as you can, using abbreviations as desired. The results will give you a rough indication of your motivators.

Co py ri gh t © 2 00 7. C en te r fo r Cr ea ti ve L ea de rs hi p Pr es s. A ll r ig ht s re se rv ed . Ma y no t be r ep ro du ce d in a ny f or m wi th ou t pe rm is si on f ro m th e pu bl is he r, e xc ep t fa ir u se s

pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw .

EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 6/6/2018 9:23 AM via PURDUE UNIVERSITY GLOBAL AN: 378715 ; Cartwright, Talula, Center for Creative Leadership.; Setting Priorities: Personal Values, Organizational Results Account: ns019078

Setting Priorities

Values That Motivate

❏ achievement ❏ activity/action ❏ advancement/promotion ❏ adventure ❏ aesthetics ❏ affiliation/belonging ❏ affluence ❏ authority ❏ autonomy ❏ balance ❏ challenge ❏ change/variety ❏ collaboration ❏ competence ❏ competition ❏ courage ❏ creativity ❏ earning high income ❏ economic security ❏ enjoyment ❏ expertise ❏ fame ❏ family ❏ family-like environment ❏ fellowship ❏ freedom

❏ friendship ❏ happiness ❏ humor ❏ influence/impact ❏ integrity ❏ justice ❏ knowledge ❏ location ❏ love ❏ loyalty ❏ order ❏ personal development ❏ physical fitness ❏ recognition ❏ reflection ❏ responsibility ❏ security ❏ self-actualization ❏ self-respect ❏ service/helping others ❏ spirituality ❏ status ❏ wisdom ❏ other __________________ ❏ other __________________ ❏ other __________________

pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw .

Ideas Into Action Guidebooks

A Typical Week

SUN MON TUE WED THU FRI SAT

12 mid.–1 a.m.

1 a.m.–2 a.m.

2 a.m.–3 a.m.

3 a.m.–4 a.m.

4 a.m.–5 a.m.

5 a.m.–6 a.m.

6 a.m.–7 a.m.

7 a.m.–8 a.m.

8 a.m.–9 a.m.

9 a.m.–10 a.m.

10 a.m.–11 a.m.

11 a.m.–12 noon

12 noon–1 p.m.

1 p.m.–2 p.m.

2 p.m.–3 p.m.

3 p.m.–4 p.m.

4 p.m.–5 p.m.

5 p.m.–6 p.m.

6 p.m.–7 p.m.

7 p.m.–8 p.m.

8 p.m.–9 p.m.

9 p.m.–10 p.m.

10 p.m.–11 p.m.

11 p.m.–12 mid.

pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw .

Setting Priorities

Look for relationships between your free-time activities and the list of motivators on page 9. Feel free to add additional mo- tivators to the list. It is by no means complete, and the fact that you feel drawn to add a motivator of your own says something about how powerful that motivator is for you. After you have a good idea of what your personal motivators are, list them in the work- sheet below. Rank them according to how much of your free time you devote to them. Then rank them again, this time according to how you believe they affect your behavior at work.

Your Personal Motivators Rank during Rank Motivators Free Time at Work

_______________________________ _______ _______

pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw .

Ideas Into Action Guidebooks

Your Organizational Context As a leader, you are likely involved at some stage or at some level in setting strategic priorities for your organization. Commonly, leaders focus their priorities on their organization’s goals. Even in that context, however, you can’t escape the fact that your personal motivators play a role. If your organization makes a strategic deci- sion that you think is unethical, or that pushes against long-held priorities of your own, you have to either find a way to speak out against it or live with it. Refer again to the list of values on page 9. Choose three to five values that you believe you demonstrate most of the time in your personal and professional lives and record them in the work- sheet on page 13 in the column labeled Your Own. Next, choose three to five values that you believe you demonstrate the least and write those down. Repeat those two steps, this time responding for your organization. What values does your organization demon- strate most, and least? What values do you share with your organization? What dif- ferences are there? People can often act in accordance with their or- ganizations’ values during the time they are working, even though those values are different from their own. To see how these motivators affect how you set priorities at work, try the following exercise. Imagine that you are responsible for developing a global strategy for your organization, an objective that involves many goals. Assume that you have identified the following goals and want to make priority choices among them. You must choose which goal to pursue first and most aggressively. In the worksheet on page 14, pencil in the number corresponding

pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw .