. A leader or manager can promote the moral values that determine how employees make decisions by establishing appropriate rules and norms of behavior that outline the organization’s ethical position. 2 . Design an organizational structure that reduces incentives for people to behave unethically.
3 . Organizations can develop fair and equitable human resource procedures toward management of its diverse employees. 4 . Organizations can put procedures into place giving subordinates access upper-level managers to voice their concern about unethical organizational behavior that might observe. 5 . Organizations can create a strong board of directors from outside the company with no ties to top management. 6 . Pressures from people and the group outside the company could help prevent unethical behavior. Cialdini’s 6 weapons of influence: ( ) = applications for the 6 terms Reciprocity: people repay in kind (give what they want to receive) Scarcity: people want more of what they can have less of (highlight unique benefits and exclusive information) Authority: people defer to experts (expose expertise dont assume its self evident) Consistency: people align with their clear commitments (make their commitments active, public, voluntary) Liking: people like those who like them (uncover real similarities offer genuine praise) Social proof: people follow the lead of similar others (use peer power whenever it's available) Negotiation reading:
Before starting your negotiation it is critical to consider the consequences of failing your to reach an agreement. Determine BATNA. BATNA determines the lowest value acceptable to you. Know your BATNA and make a good estimate of your opponent's BATNA to make the best an assumption of bargaining zone. Goal of negotiation is not to reach ANY agreement but to reach an agreement that is BETTER FOR YOU than what you would get without one. An alternative strengthens your position. A single issue is distributive as one party’s gain is another party’s loss. However with integrative agreements both sides benefit. (better agreement, problem solving, clear, good relationship) Critical part of negotiation is reservation price. Don’t be too soft or too rough it's best to be “rational” during negotiation. Managers being rational identify issues and concerns better-->leads to better bargain and bigger share of pie for you :) Ignore the biases like escalation of commitment to avoid irrational thinking during negotiation. Kotter’s model of org change: Error #1: Not Establishing a Great Enough Sense of Urgency Error #2: Not Creating a Powerful Enough Guiding Coalition Error #3: Lacking a Vision Error #4: Under Communicating the Vision by a Factor of Ten (A vision says something that
clarifies the direction in which an organization needs to move) Error #5: Not Removing Obstacles to the New Vision Error #6: Not Systematically Planning For and Creating Short-Term Wins Error #7: Declaring Victory Too Soon
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- Spring '16
- John Z