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Unit 2 - Coggle Diagram

- - - - Socio Economic view
        
        Management of any organization must be concerned with broader social welfare and not just with corporate profits
        
        Arguments in favour of social responsibility are that it will add long-run profits for businesses, improve public image, and help them avoid government regulation
      - Classical view
        
        Principle concern is to raise shareholder value
        
        Arguments against social responsibility include fears that is will reduce profits, raise costs and give business too much social power.
        
        Management’s only responsibility in running a business is to maximize profits
    - - Environmental and Animal rights
        
        Ensuring companies are aware of...
        
        Product sourcing
        
        Animal testing
        
        Carbon Footprint
      - Workplace health and safety
        
        Occupational Health and Safety Act
        
        more specifically outlines basic industry specific health standards and the three basic rights
        
        Right to refuse unsafe work
        
        Right to participate in the workplace health and safety activities
        
        Right to know about the actual hazards in the workplace
      - Product Service and Quality
        
        ingredient lists are transparent
        
        Advertisements adequately represent products
      - Finance
        
        insider trading
        
        Tax evasion
        
        ponzi scheme
        
        pyramid scheme
        
        Embezzelment
      - Charity and Community supports
        
        Companies continually donating and bringing awareness to the came cause
        
        Companies supporting or starting various charities
      - Marketing (all of the activities involved in getting goods and services from the businesses that produce them to the consumers who wish to purchase them)
        
        Positive marketing examples - Use emotion, purpose, motivation to attract consumers
        
        Negative marketing examples-
        
        Legal infractions
        
        Misleading content
        
        Subliminal messages
- - - - Impatient
      - Fast worker
      - Over Achiever
      - Restless
      - Competiive
    - - Works Steady
      - Not easily irritated
      - Easy going
      - Seldom lack time
      - Relaxed
  - - - Sensing: focus on the basic information you take in
      - Intuitions: prefer to interpret and add meaning
    - - Thinking: first look at logic and consistency
      - Feeling: first look at the people and special circumstances
    - - Extraversion: focus on the outer world
      - Introversion: focus on the outer world
    - - Judging: prefer to get things decided
      - Perceiving: prefer to stay open to new information and options
  - - - Value intelligence, insight, integrity
      - Natural non-conformist, problem solver
      - Seek knowledge and understanding
    - - Need to contribute, encourage and care
      - Value relationships; a natural romantic
      - Look for meaning and significance in life
    - - Strong sense of what is right and wrong
      - Likes being useful
      - Follow the rules and respect authority
    - - Need fun, variety, stimulation
      - natural trouble-shooter
      - Act on a moment’s notice
- - - - Mental Health
        
        Inability to form strong relationships
        
        open to mood swings
        
        Vulnerable to anxiety and depression
      - Physical stress can cause...
        
        suppressed immune system
        
        ncrease the risk of heart attack and stroke
        
        raise blood pressure
      - Relationships
        
        Communicating more effectively will forge stronger relationships, both in work and personal life
      - performance at work
        
        Navigate social complexities of the workplace
        
        lead and motivate others
        
        look at the big picture
  - - - understand their motivations
      - Read other people
    - - Self confident, open minded, a thick skin
      - Able to mentally draw the line between humour and degradation.
- - - - Time available to make and implement the decision
    - - Importance of subordinate acceptance to eventual implementation
    - - Who has the information needed to problem solving
  - - - How it gets done
      - Who does what
      - What needs to get done
    - - Relationships between workers
      - Relationships between leadership and employees
      - How people work together
- - - - Autocratic
        
        When is it effective?
        
        Time is limited
        
        Group members lack skill or experience
        
        Groups does not know one another
        
        When is it not effective?
        
        Group wants spontaneity in work
        
        Developing teamwork
        
        Does not foster a sense of teamwork
        
        Limits discussion of new ideas
        
        Tells others what to do
      - Laissez Faire
        
        Offers opinion only when asked
        
        Does not seem to be in charge
        
        Gives little or no team direction
        
        When is it not effective?
        
        Low sense of teamwork/knowledge/direction
        
        When is it effective?
        
        Sense of team and routine is established
        
        Team members have skill and motivation
      - Democratic
        
        Asks before tells
        
        Promotes teamwork
        
        Involve group members in planning
        
        When is it no effective?
        
        Members lack competence
        
        High degree of conflict is present
        
        Group is unmotivated
        
        When is it effective?
        
        Time is available
        
        Group is motivated and contributing
    - - Shorter time frames for accomplishing things
      - Taking a long-term view while meeting short-term demands
      - Complex, ambiguous, and multidimensional problems
      - Expectations for success on the first attempt
- - - - The power to force compliance by psychological, emotional, or physical threats
      - Ex. Bullies
    - - Is derived from information or expertise
      - Ex. Doctors, IT worker
    - - Is the power to give or withhold rewards
      - Ex. Parents
    - - Comes from the support of a group and networks of influence
      - Ex. Representatives of a group, politicians
    - - Is granted through the organizational hierarchy
      - Ex. A King or Queen
    - - Based on identification with imitation of loyalty to, and charm of the leader
      - Ex. Someone you want to be around and or be like
- - - - Managers
        
        Network facilitator: serving as a peer leader for a special task
        
        Participant: serving as a helpful contributing member
        
        Supervisors: serving as the appointed head of a formal work unit
        
        External coach: serving as a external convener of a problem solving team staffed by others
    - - Effective Teams
        
        Resolve differences
        
        Discuss objectives and task
        
        Share and build on ideas
        
        Reach decisions through examination of differences and alternatives
      - Ineffective Teams
        
        Have a fear of conflict
        
        Avoidance of accountability
        
        Lack of commitment and trust
        
        Inattention to results
    - - Task groups- used to accomplish a narrow range of purposes within a stated time horizon, usually function with little supervision
      - Informal groups- created by members of the groups themselves for purposes that may not be relevant to organizational goals
      - Functional groups- used to accomplish a number of purposes with an unspecified time horizon
      - Stages of group development
        
        Forming: members get acquainted with each other, test interpersonal behaviour
        
        Storming: members develop group structure and patterns of interaction
        
        Norming: members determine their roles in the organization
        
        Performing: members enact their roles