Oge Mazda Applied Ethics
Upcoming SlideShare
Loading in...5
×
 

Oge Mazda Applied Ethics

on

  • 442 views

Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special ...

Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members.

Statistics

Views

Total Views
442
Views on SlideShare
442
Embed Views
0

Actions

Likes
0
Downloads
4
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________
  • Mercedes 2.4% Audi 1.2% Mini 0.8% Volvo 0.8% Mitsubishi 0.8% Landrover 0.6% Saab 0.2%
  • c:PG filesBookChapter 4 Exhibits reformatted Mkt value of stock = $13b in 1980 and increased to $40b by 1997. However, GM’s strategic investments – net capital expenditures plus R&D – added up to $167b if simply summed and $332b in terms of 1997 NPV at a discount rate of 10%. GM destroyed over $100b in in value over this period if don’t assume a 10% discount rate and over $200b if assume a 10% discount rate of return. Put another way, the benefit to cost ratio of GM’s strategic investments during this period was significantly less than 1/2 . Why? Slack Can slack be a good thing?
  • ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________
  • Once your mind is inhabited by a certain belief you will tend only to consider factors proving you right. Therefore the more information you get the more certain of you are certain of your rightness
  • --1990’s Congress and the President declared it the decade of the brain. --Lewis L. Judd, former director of the National Institute on Mental Health said “The pace and progress of mental health is so great that 90% of what we know about the brain has been learned in the last 10 years. Positron Emission Tomography (PET) and MRI allows scientists to see the brain work -- if she has a 4 lane highway for empathy, she will feel the emotions of everyone– if not, she will hurt people’s feelings by saying the wrong thing at the wrong time Synapses are the connections between the cells By age three– up to 15,000 synaptic connections per neuron
  • Emotional part of the brain sends a smile message and the voluntary mussel module sends a concerned look message One talent prospers at the expense of another Dumping stocks in a down market is the same as fleeing a lion-- ,loss avoidance
  • ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________
  • ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________
  • ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________
  • ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________
  • ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

Oge Mazda Applied Ethics Oge Mazda Applied Ethics Presentation Transcript

  • Andrew L. Urich, J.D. Puterbaugh Professor of Ethics & Legal Studies Spears School of Business Oklahoma State University [email_address] www.andrewurich.com Applied Ethics Managing Trust, Respect & Diversity
  • People Who Trust Other People David Halper, British Sociologist
    • 34% Americans
    • 29% British
    • 31% Mexicans up from 19% in 1983
    • 60% Dutch
    • 68% Scandinavians
  • Harris Poll on Trust
    • 22% trust media
    • 8% political parties
    • 27% government
    • 12% large corporations
    • Convicts vs. MBAs
  • Trust in Business Edelman Trust Barometer 2009 vs. 2008
    • US 38% down from 58%
    • China 71% up from 58%
    • Indonesia 68% even
    • Brazil 69% up from 61%
    • end
  • Take Aways Awareness & Understanding
    • Organizational trust and respect are vitally important to optimizing human resources.
    • All aspects of diversity are crucial to organizational success.
    • Management has a tremendous impact on the level of organizational trust, respect and the embracing diversity.
  • Big Idea
    • Do you trust your boss?
        • Productivity and ethical behavior
        • Mercer Management Consulting– 60% of Americans do not trust their manager to communicate honestly
    • People at work trust the same people
        • Stacking photos
  • Good Management = Good Ethics
    • People even things out
    • You are the company
    • If someone is being defensive, you may be offensive
  • Mass IP & SSC
    • 1
  • What Happened to GM?
  • GM History
    • 1950’s - Half of all cars in the US
  • GM History
    • 1980 - 853,000 to 243,000 worldwide
  • 1 st Q 2009 Passenger cars
    • Toyota 19.4%
    • GM 15%
    • Honda 12.4%
    • Nissan 10.2%
    • Ford 10.0%
    • Hyundai 6.2%
    • Chrysler 5.2%
    • Mazda 3.4%
    • BMW 3.2%
    • VW 3.2%
    • Kia 2.6%
    • Subaru 2.6%
    • Volvo 0.8%
    • Saab 0.2%
  • JD Power Top 10 Reliability 2004
    • Buick 145
    • Lexus 145
    • Cadillac 162
    • Mercury 168
    • Honda 169
    • Toyota 178
    • BMW 182
    • Lincoln 182
    • Subaru 192
    • Jaguar 197
  • Focus On What Matters BMW
    • “ We don’t make automobiles [we make] moving works of art that express the drivers love of quality.”
  • Strategic Investments at General Motors $167 Billion or $332 Billion -400 -350 -300 -250 -200 -150 -100 -50 0 50 100 $ Billion Strategic Investments 0% 10% Market Value
  • Ross Perot
  • 1999 “The most versatile vehicle on earth” “Lifestyle support vehicle”
  • 1999 “The most versatile vehicle on earth” “Lifestyle support vehicle”
  • 1999 “The most versatile vehicle on earth” “Lifestyle support vehicle”
  • Sequel: Fuel Cell 9/2006 Due 2010
    • “ Leapfrog the Japanese”
    • “ A Game Changer”
  • Volt: Electric Car 12/2006
    • “ A game changer”
    • “ Beat the Japanese at their own game”
  • Now
      • Lost over 100 billion in last 5 years – no heads rolled
    • Market Cap November 2008
    • GM = 1.2 Billion
    • Toyota + Honda = $146.3 Billion
  • Loss of Trust
    • Trust Issues
      • Consumers
      • Dealers
      • Workers
      • Banks, Public opinion
      • Shareholders - Bondholders
    • Truth doesn’t matter when trust doesn’t exist
  • Loss of Respect
    • Loss of commitment
      • Playing favorites
      • Keep you head down and get along
      • Stop working start having meetings (Sr. VP of Nothing)
    • Beat up suppliers
    • Lack of Fun
      • Innovation
      • Creativity
  • Lack of Diverse Opinion
    • Group think
      • Stability over conflict
      • Continuity over disorder
      • Status quo over change
        • 50 year old decision making structure
      • Conformity over rebellion
    • Same design centers
    • Run off renegades
        • De Lorean fired at GM -- Iacocca fired at Ford
  • Lack of Diverse Opinion Bob Lutz
    • Global warming “is a total crock of [expletive].”
    • “ Hybrids like the Toyota Prius make no economic sense.”
    • Global Product Development
        • Tom Stephens, who runs the company's power-train unit
        • Carl-Peter Forster London, Germany and Greece BMW, Opel
  • Distortion of Reality Ask Rick Wagoner why GM isn’t more like Toyota. (69/70)
    • “ We’re playing our own game – taking advantage of our own unique heritage and strengths.”
  • Distortion of Reality
    • “ No money” in small cars
    • Fuel economy legislation in 80s
    • Focus on financing cars
    • Marketing & sales to Finance & penny pinching
    • Caught unprepared at the oil crisis of ‘73
    • Robot automation
  • Lack of Trust, Respect & Diversity
  • Why Does Trust Matter?
  • Showing Respect & Building Trust
    • Winston Churchill’s thoughts on the subject
    • You will never prove them wrong
        • Admit to your mistakes
    • “ My child choked on a chicken bone”
  • Showing Respect
  • Showing Respect
  • Showing Respect
  • Trust = Profits
    • Trust Equations
        • Trust = Efficiency Costs
        • Trust = Efficiency Costs
        • Sarbanes Oxley
        • Negotiations
        • Community Relations
        • Crisis Management
  • Trust is Competence Warren Buffett, “It takes 20 years to build a reputation and five minutes to ruin it.”
    • I’m the manager, I can coast while others do the work.
    • What if we train people and they leave?
    • Do you have 15 years experience or one year of experience 15 times?
    • What do you think of people who cover their bottoms?
    • Trust equals candor– if they trust you they will tell you the truth.
  • Approach to Trust
    • Paul English credited to Robert Fisher
  • Selling the Bug
    • 2
  • Trust Busters
    • Flaunt the Privilege of Leadership
    • Rely on Your Authority
    • Fail to Give Power Away
    • Fail to Show Appreciation
    • Avoid Making Hard Decisions
    • Exhibit a Self-Serving Nature
    • Deal in Partial Truths
    • Use a One Size Fits All Leadership Style
    • Take Yourself Too Seriously
    • Be Unwilling to Admit a Mistake
  • Why Do We Believe What We Believe?
  • The Bubble Boy www.andrewurich.com
  • Selective Perception Limit the Impact of Your Point of View
    • Single out information to support your prior beliefs.
    • Filter out information that does not confirm that belief.
    • This process perpetuates halo effect and stereotyping.
  • Don’t Worry! I’m Not Going to Talk About Politics
  • The Brain’s Inner Workings The Wiring
    • 100,000,000,000 neurons (brain cells)
        • 15,000 synaptic connections each
    • By age 15 half are gone and the super-highways are up and running.
    • These mental pathways become the filter–producing recurring patterns of thinking, feeling and behavior.
    • Examples: Empathy–confrontation–authoritarian–dogmatic–emotions–tolerance for uncertainty.
  • The Brain’s Inner Workings The Wiring
    • Here’s what we can change!
        • Core beliefs
        • New skills and knowledge
        • Alter your values
        • Develop self-awareness
        • Greater capacity for self-regulation
  • The Brain’s Inner Workings The Parts
    • The brain is full of zero sum games
    • Ever find yourself feeling conflicted?
    • Competing modules
    • MRI research
        • Stanford study on aging
        • Buy now pay later
        • Railroad switch
    • Parts of the brain
      • Amygdala-fear responses
      • Prefrontal cortex–recently evolved–controls voluntary actions
      • Limbic system-oldest physical part of the brain
        • The Rat Brain
        • Impulses and gut reactions
        • The Rat Brain loves short cuts (heuristics)
  • Beliefs Are Acted Out
    • Where do our beliefs come from?
    • How do we know they are true?
    • Where do other’s get their beliefs?
    • How do we know they are wrong?
  • Punch-line
    • Early in life we get theories of the world–the theories make sense–but making sense is not the same as being correct.
    • "Common sense is the collection of prejudices acquired by age eighteen." (Einstein)
    • Beware of your Brain’s wiring!
      • Letting the tape run in your head is not living your life
      • The Frog and the Scorpion
  • The Consulting Conundrum
    • 3
  • Management Practices
    • Management has a tremendous impact on trust, respect and diversity.
  • Show Respect & Build Trust Influence NOT Authority
    • Use competence and commitment instead of position and status.
    • Team building and leadership are not based on authority.
    • We are influencing all of the time – positively or negatively.
            • The sign in PS 101
            • My daughter wants to go to Vegas
            • Authority at Tinker Air Force Base
  • Show Respect & Build Trust Avoid De-motivating
    • Lou Holtz at Notre Dame, “It’s not my job to motivate my players…”
    • Should you treat everyone equally?
  • Show Respect & Build Trust Dealing With Irrational People
    • Step 1: Assume the person is rational.
      • Is there a misunderstanding?
      • Have you hurt their feelings?
      • Do they feel powerless?
      • Are they just cranky?
  • Show Respect & Build Trust Win/Win Attitude
  • Show Respect & Build Trust Keys to Showing Respect
    • Everyone wants to be appreciated.
    • Focus on the issue – don’t make it personal.
    • Be very considerate.
  • Promote Diversity You Will Never Prove Them Wrong
    • Have you ever done it before?
    • Would you rather be right, or would you rather be happy?
    • How would you feel if someone proved you wrong?
  • Promote Diversity Diversity of Worldview
    • Open-mindedness
    • Things are exactly as people choose to see them.
    • Is it important enough to care?
    • Bloomberg (meetings, titles, contrarian)
  • Priorities of Management Andy Roddick
    • Work Hard
    • Have fun
    • Be a good teammate
    • Learn from mistakes
    • Win
    www.andrewurich.com
  • Most people end up where their behavior indicates they want to be.
    • “ The best time to plant a tree is 20 years ago. The second best time is today.”
            • Chinese Proverb
  • Top 10 Action Items
    • Show respect
    • Seek to accept – if not understand
    • Avoid trust busters
    • Don’t “de-motivate” others
    • Adopt a “big pie” world view
    • Help others to prosper
    • Foster a sharing of diverse ideas and perspectives
    • Question your beliefs – they drive actions
    • Acknowledge your selective perception
    • Heighten consciousness and awareness
  • Thank You
    • Please keep in touch.
    • [email_address]
    • www.andrewurich.com
    www.andrewurich.com
  • References
    • Cialdini, Robert B. Influence: Science and Practice . 3rd Ed. New York: Harper Collins, 1993.
    • Covey, Stephen R. The 7 Habits of Highly Effective People . New York: Simon & Schuster, 1989.
    • Covey, Stephen C.R. The Speed of Trust, New York: Simon & Schuster, 2006.
    • Fisher, Roger and William Ury. Getting to Yes . New York: Viking Penguin, Inc., 1981.
    • Johnson, Spencer. The One Minute Sales Person. William Morrow, N.Y, 1984.
    • Karrass, Chester L. Give and Take . New York: Harper Collins, 1993.
    • Karrass, Chester L. The Negotiating Game . New York: Harper Collins, 1992.
    • Kozicki, Stephen. The Creative Negotiator . Pyrmont, Australia: Gower, 1993.
    • Lewicki, Roy J., et.al. Negotiation . 2nd Edition. Burr Ridge, Il.: Irwin, 1994.
    • Nierenberg, Gerald 1. The Art of Negotiating . New York: Barnes & Noble, 1995.
    • Paul, Richard. Critical Thinking . Santa Rosa, CA: Foundation for Critical Thinking, 1993.
    www.andrewurich.com