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UNIT 2 - Coggle Diagram

- - - - their values
      - ethics
      - contributions it makes to communities
      - CSR is driven by a desire to protect customers and to treat employees and shareholders fairly.
  - - - Marketing
      - Finance
        
        Pyramid Schemes
        
        Ponzi Schemes
        
        Insider Trading
        
        Tax Evasion
        
        Embezzlement
      - Workplace Health and Safety
        
        In Ontario, the Employment Standards Act addresses the minimum employment conditions
        
        Occupational Health and Safety Act
        
        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
      - Environment
      - Product/Service Quality
      - Community / Charity Support
        
        Many times, we make our decisions on the good things companies do, like supporting charitable causes…
  - - - Business ethics are based on society and customer viewpoints
      - An ethical dilemma is a moral problem with a choice between potential right and wrong.
      - How do ethics complicate the workplace
        
        Discrimination
        
        Sexual harassment
        
        Conflicts of interest
        
        Customer confidence
        
        Organizational resources
      - Ethical role models
        
        Top managers have the power to shape policies and set moral tone and they model appropriate ethical behaviour.
        Every manager is in a position to influence the ethical behaviour of the people who work for and with them and therefore must act as role models and set an ethical tone.
      - Companies may have a Code of Ethics that they follow on a daily basis. A document that outlines the behavior expected by them and their employees
  - - - 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.
    - - Management’s only responsibility in running a business is to maximize profits. Principle concern is to raise shareholder value.
- - - - Information: Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning? This is called Sensing (S) or Intuition (N).
      - Favorite world: Do you prefer to focus on the outer world or on your own inner world? This is called Extraversion (E) or Introversion (I).
      - Decisions: When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances? This is called Thinking (T) or Feeling (F).
      - Structure: In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? This is called Judging (J) or Perceiving (P).
  - - - Our human zoo is made up of almost fifty different animal personality types. While each animal personality is unique, they also fall into one of five broad categories
        
        Reptiles
        
        Birds
        
        Carnivores
        
        Herbivores
        
        Rodents
  - - - Seek knowledge and understanding; analytical, global, conceptual
      - Value intelligence, insight, integrity and justice; abstract, hypothetical, investigative
      - Are a natural non-conformist, a visionary and a problem solver
    - - Follow the rules and respect authority; loyal, dependable, prepared
      - Strong sense of what is right and wrong in life; thorough, sensible, punctual
      - Need to be useful and belong; faithful, stable, organised
    - - Act on a moment’s notice; witty charming spontaneous, direct
      - Need fun, variety, stimulation and excitement; optimistic, eager, courageous
      - Are a natural trouble-shooter, a performer and a competitor
    - - Look for meaning and significance in life; authentic,
      - Need to contribute, encourage and care; idealistic, spiritual, sincere
      - Value relationships; a natural romantic, a poet and a nurturer
- - - - This leadership style requires input form others. People tend to be more concerned about the process of how the decisions are made and that everyone has a voice.
        Democratic leaders tend to make decisions in a slow, thoughtful process. Generally, these people are good listeners and cooperative.
    - - This leadership style is more relaxed and supportive. People who are Laissez Faire tend to be quite laid back and not easily worried or troubled.
        Details are not much of a concern, because things will get done. They are comfortable with teamwork and group activities and trust employees to do their own work.
    - - This leadership style is more direct and controlling. People tend to be more orientated towards productivity and goals. Their strength is to get thing done and make quick decisions.
        Autocratic leaders take authority and go headfirst in solving problems. They like freedom to manage themselves and others. They tend to measure their success by the items of task/activities they get done.
- - - - Identify what makes successful leaders excel, how they evaluate options and why they make adjustments
      - Bigger picture: situation and people involved
    - - Recurring patterns of behaviors exhibited by leaders.
      - Specific to characteristics of one person
  - - - What needs to be done
        
        How it gets done
        
        Who does what
    - - How people work together
        
        Relationships between workers
        
        Relationships between leadership and employees
  - - - Leaders should vary their approach based on the people they are leading, and the circumstances that surround the task at hand.
      - Four Leadership Styles of Hersey-Blanchard
        
        Delagating: Turn over decisions
        
        Selling: Explain decisions
        
        Telling: Give instructions
        
        Participating: Sharing ideas
    - - Used by leaders to determine whether they should make a decision alone or involve a group, and to what extent the group should be involved.
      - Authority vs. Group Decisions
        
        Authority
        
        The leader has greater expertise to solve a problem.
        
        The leader is confident and capable of acting alone.
        
        Others are likely to accept and implement the decision.
        
        Little or no time is available for discussion.
        
        Group
        
        The leader lacks sufficient information to solve a problem by himself/herself.
        
        The problem is unclear and help is needed to clarify the situation.
        
        Acceptance of the decision and commitment by others is necessary for implementation.
        
        Adequate time is available for true participation.
      - Factors
        
        Decision time
        
        Decision acceptance
        
        Decision quality
- - - - Uncontrolled stress can impact your mental health
        
        Vulnerable to anxiety and depression.
        
        Without Emotional Intelligence, you’ll be open to mood swings
        
        Inability to form strong relationships can leave you feeling lonely and isolated.
    - - By understanding your emotions, you’re better able to express how you feel and understand how others are feeling.
        This allows you to communicate more effectively and forge stronger relationships, both at work and in your personal life.
    - - raise blood pressure
        
        contribute to infertility
        
        speed up the aging process
    - - Navigate social complexities of the workplace
        Lead and motivate others, and excel in your career
  - - - Accurately identify your emotions. The more specific your word choice, the better insight you have into exactly how you are feeling, what caused it, and what you should do about it.
    - - Read other people, know what they’re about, and understand their motivations.
    - - Emotionally intelligent people are self confident and open minded which creates a thick skin.
        You’re able to mentally draw the line between humor and degradation.
- - - - The power to force compliance by psychological, emotional or physical threats
    - - Derived from information or expertise
    - - Comes from the support of a group and networks of influence
    - - Is the power to give or withhold rewards
    - - Granted through the organizational hierarchy
    - - Based on identification with, imitation of, loyalty to, and charm of the leader
- - - - Functional Groups – used to accomplish a number of purposes with an unspecified time horizon
        
        Task Groups - used to accomplish a narrow range of purposes within a stated time horizon. They function with little supervision
        
        Informal Groups – created by the members of the groups themselves for purposes that may or may not be relevant to organizational goals.
    - - Forming:
        Members get acquainted, 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
    - - Supervisors - serving as the appointed head of a formal work unit
        
        Network Facilitator - serving as a peer leader for a special task
        
        Participant - serving as a helpful contributing member
        
        External Coach - serving as the external convenor of a problem-solving team staffed by others
    - - Share and build on other’s ideas
        
        Openly examine and resolve differences
        
        Discuss objectives and task of team until understood and accepted
        
        Reach decisions through examination of differences and alternatives
    - - Synergy - A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise
      - Cohesiveness - the degree to which members are attracted to and motivated to remain part of a team
    - - Fear of conflict
      - Lack of commitment
      - Absence of trust
      - Avoidance of accountability
      - Inattention to results