write 300 words insight from your own ideas
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Week6presentation.pptxWeek 6
BUSI7280 Managing in a Global Context
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Module 1
Learning insights
Reflective essay due Friday, 30 August
‘For every complex problem, there is a simply solution which is wrong’ Drucker (more or less)
Congruence – 3 concentric circles – core values (why?), contextual complexities (how?), behaviours and actions (what?).
What was taught?
What was learned?
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Week 6
Managing organisations (Ethics, Innovation & the Future)
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Ethics
The word ‘ethics’ is derived from the Greek word ‘ethos’ referring to character and manners, it is about your identity and how you relate to the world around you.
It is about the choices you make, the values that guide you and what you learn along the way.
Business ethics isn’t new
Every system of human activity is underwritten by a moral code
Production is no different
‘Moral economy’ inherent in subsistence, feudal, industrial, capitalist, communist systems
Adam Smith, Wilfred Owen, Frederick Winslow Taylor, Henry Ford, Bill Gates, Warren Buffet … all include moral values in their prescriptions for success
Ethical Leadership
Leaders use formal and informal mechanisms to shape their organizations’ culture,
Managers’ actions and choices, the decisions they make, the decisions they fail to make and the behaviour they choose to punish, reward, promote or ignore, show their people not only what the organization really values, but also the type of behavior that is rewarded.
is implicity in the process of management
Ethical responsibility
Essentially there are two key considerations for managers regarding ethical conduct and decision-making:
First, it is important to remember that we are all susceptible to making bad choices in particular circumstances
Second, managers and organizational leaders have a significant responsibility in creating ethical workplace climates and cultures in which ethical conduct is the norm.
create ethical workplace climate
role model ethical leadership
Ethics and Managerial responsibility
recruit individuals with high ethical standards;
establish a formal code of ethics and decision policies;
lead by example;
provide clarity around job goals and performance appraisal mechanisms;
include ethics training in induction and orientation programs;
conduct social audits; and
offer support to employees facing ethical dilemmas.
Creating an ethical organisational culture
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Saying and doing
Make a list scoring your organization from 1 to 3 on each activity
1 is we don’t talk about it and then it’s up to individuals
2 is we talk about it and do it sometimes
3 we do it
Ethical Decision Making
Approaches
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Ethics – ideas-v-realities
Ethics is about ideas but it’s also about doing things
So rest of this class is exercises designed to consider how you – as a manager – might ‘do’ business ethics
Ethical Dilemmas
What approach do you take?
Why?
What does this tell you about your values?
Dilemma #1
You are the manager in a small, private publishing firm (42 employees). The layout for the books you publish have always been done by hand but the founder’s son has recently introduced software to automate the process. He also is considering selling the firm to a large publishing company .
The new software led to staff cuts (initially 5), but then didn’t work out as well as anticipated and led to a 40% reduction in productivity. Staff aren’t happy and some are leaving.
You have been asked to make a presentation to the founder, his son and representatives of the big publishing company regarding the positive outcomes of implementing the new software.
Knowing that the new technology has reduced productivity, increased costs, and led to employee dissatisfaction and turnover, what do you do?
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Dilemma #2
You are a marketing manager who is planning to leave your job to go to work for a competitor; your boss invites you to an important meeting where you will learn about new products your company will be bringing to market next year. Do you go to the meeting?
Ethical leadership
The spirit of morality is awakened in the individual only through the witness and conduct of a moral person – Aristotle.
Many years of research in the tradition of Social Learning Theory have provided relevant and trustworthy empirical evidence demonstrating how informal processes, such as observational learning from a role model, influence individual behavior (Gentlin, 2016; Bandura, 1977).
Values
Schwartz Values Inventory (2009)
Know what you stand for
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Managing into the Future
Hess’s (2017) future-proofing managerial skills:
Engage with the world as a lifelong learner, with an open, curious mind and a quiet ego
Embrace uncertainty, ambiguity, and complexity like a courageous scientist
Excel at managing self—how one thinks, focuses attention, and manages emotions and behaviors
Enables the highest levels of human development and performance by creating and taking responsibility for the organizational culture and employee learning
Ethics
Values
Adaptability
Sustainability
Our Management Competencies
Seeks opportunities to learn
Seeks and uses feedback
Seeks broad business knowledge
Open to criticism
Committed to making a difference/achieving success
Insightful
Ability to bring out the best in others
Courage to take risks
Learns from mistakes
Acts with integrity
Flexible and Adaptive
Spreitzer et al (1997)
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