A leader or manager can promote the moral values that

. 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