Consider two companies: United States Steel (X) and Facebook (FB).
Look at the profiles (financial statements for 2016) of each on yahoo finance and discuss the followings (you need to calculate these values yourself and show details of your calculations):
1. How many outstanding shares does the company have?
2. What is the market value of the company?
3. What is the book value of the company?
4. Does the company pay dividends?
5. What is the beta for the company? Compare it with the beta of market.
6. Retrieve their annual closing prices for the last 6 years.
7. Calculate annual rate of return of each stock for the last 5 years.
8. Estimate annual expected rate of return and standard deviation of annual rate of return of each stock.
9. How do you find the risk free rate? (consider the market risk premium to be 8%)
10. Using CAPM calculate the expected return on the equity for the company.
11. What is the Weighted average cost of capital (WACC) for the company?
12. What is the leverage (total debt/equity ratio) for the company?
Calculate and analyze your result, conclude your opinions.
APA Format, references, minimum 5 pages.
(To get the required rate of return on debt, divide the interest expense by total debt)
(To get the total debt, add the short term debt to long term debt)
Dwight
assuming Risk
Leaders face ethical decision all the time. It is an inherent responsibility of all leaders. The best solution for PPI is to continue with the inspections from outside agencies. My philosophy on leadership and decision-making has always been to simplify decisions as much as possible. Almost all decisions come down to assuming risk! You will either assume risk in one area or another. The question the leader must answer, is, where does he/she want to assume that risk. Determining where to assume risk comes down to taking a holistic view of the issue and comparing it against organizational goals and needs (Thiel, Bagdasarov, Harkrider, Johnson, & Mumford, 2012). In the case of PPI, the organization’s leadership created a culture of safety and efficiency. Which likely was rooted in the organization’s values and mission statement. Therefore, the organization could not comprise the very values it represented out of fear that an employee would use previously discovered discrepancies against them. In fact, there is an argument that the level of trust that the organization built has garnered a mutual respect between employee and employer. Which may prevent any such liabilities of PPI. In the end, PPI has to decide where to assume the risk. Does the organization want to assume risk in the daily operations of the plant, and risk employee safety, organizational output, and efficacy? Does the organization want to risk employees using the inspections by outside agencies against them? As a leader who is very familiar with these kinds of ethical decisions, PPI needs to assume risk where the employees might use the inspections against them in a .
Codes of Ethical Conduct A Bottom-Up ApproachRonald Paul .docxmary772
Codes of Ethical Conduct: A Bottom-Up Approach
Ronald Paul Hill • Justine M. Rapp
Received: 18 January 2013 / Accepted: 12 December 2013 / Published online: 1 January 2014
� Springer Science+Business Media Dordrecht 2013
Abstract Developing and implementing a meaningful
code of conduct by managers or consultants may require a
change in orientation that modifies the way these precepts
are determined. The position advocated herein is for a
different approach to understanding and organizing the
guiding parameters of the firm that requires individual
reflection and empowerment of the entire organization to
advance their shared values. The processes involved are
discussed using four discrete stages that move from the
personal to the work team and to the unit to the full
company, followed by the board of directors’ evaluation.
The hoped-for end product is dynamic, employee-driven,
codes of conduct that recognize the systemic and far-
reaching impact of organizational activities across internal
and external stakeholders. Operational details for and some
issues associated with its implementation are also provided.
Keywords Code of conduct � Employee-driven
approaches � Bottom-up development
Corporation, Be Good! Frederick (2006)
That managers and employees are capable of both ethical
and unethical behaviors due to individual and internal
corporate culture factors cannot be denied (Ashforth and
Anand 2003; Treviño and Weaver 2003; Treviño et al.
2006). Over the last decade, as diverse organizational
stakeholders began exerting more pressure on firms to
eliminate unethical conduct, the field of management has
witnessed a proliferation of research on ethics and ethical
behavior in organizations (Elango et al. 2010; Gopala-
krishnan et al. 2008; O’Fallon and Butterfield 2005; Tre-
viño et al. 2006).
However, recent ethical failures, as well as continuous
ethical challenges that organizations face, have led scholars
to conclude that predicting ethical dilemmas is difficult a
priori: ‘‘It is only, when we look back on our conduct over
the long run that we may find ourselves guilty of moral
laxity’’ (Geva 2006, p. 138). What underlies this particular
situation is the inability of organizational elites to monitor
and implement initiatives within today’s complex business
entities (Martin and Eisenhardt 2010; Uhl-Bien et al.
2007). Accordingly, more dynamic approaches to business
ethics is needed, one that spans ‘‘both the individual and
organizational levels’’ of concern (Gopalakrishnan et al.
2008, p. 757).
As a consequence and in reaction to neoclassical eco-
nomics, managers and their employees are expected to go
beyond dictates imposed by the law and marketplace to
fulfill larger responsibilities (Stark 1993). This expectation
is accomplished through adoption of a stakeholder per-
spective that is infused with empathy for people, groups,
and communities that may be impacted by the actions of
business.
WHERE IS THE RUNNING HEAD 1
WHERE IS THE RUNNING HEAD 5
Where is the title and why did you put in an abstract?
Just FOLLOW DIRECTIONS
Abstract
The above is not even centered
Leadership in organizations plays an important role in ensuring the company's objectives are attained with the monitoring of daily organizational operations. Leadership structures the decision-making process within an organization, which explains the intended purpose of the operations within the organization. Leadership varies depending on the nature of the organization's operations in chasing its goals; hence, decisions require scrutiny and understanding of the concerns within the organization. This paper gives concepts on leadership and explains different theories in meeting the expected goal of the organizations.
Comparison and contrasting Contrasting of leadership Leadership theoriesTheories
Different leadership theories follow values that the management concludes to be effective in extracting intended results hence differences in the leadership theories we discuss in this paper. There are different leadership theories, including situational leadership theory, which educates leaders on dealing with matters. In contrast, behavioral theory indicates learning skills toward becoming a good leader. The strengths of handling situations include saving on the costs of maintaining and deciding on methods to undertake in expecting positive results (Zaccaro et al., 2018). The response to situations is administered after the occurrence and the need for leadership qualities. Many leaders prefer situational leadership since a short time is taken to make decisions on situations at hand, which makes the responses effective as solutions. The strategy involves high expertise since its expectations of the decisions would be certain and accurate leadership. Behavioral leadership involves developing habits from practice in certain leadership skills through gaining experience in a certain field.
The leadership theory shapes leaders' characters and makes them familiar with issues they would have experienced during the learning process. Behaviors developed would influence decisions made in the organization since risks and strategies in fulfilling the plans would be evaluated adequately. The character of individuals grows with exposure to many issues in the organization and industry, hence the ability to make informed decisions in leading the organization. Adopting foreign skills improves the organization's quality in market sales since the leadership standards would be similar to those in foreign markets (Offermann & Coats, 2018). Trait leadership portrays similar qualities to behavioral leadership because of the common objective of leaders mastering the skill of leadership through learning. However, the theories differ in behavior adoption, where behaviors are perceived to be innate .
Please respond to the discussion questions listed below- You.docxleahlegrand
Please respond to the discussion questions listed below:
- You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. All comments should be posted to the appropriate topic in this
Discussion #1
My current organization’s leadership consists of a Principal, six Assistant Principals, a Student Activities Coordinator, and a School Improvement Specialist. This team is known as our Administration Team. Everything and all final decisions are up to the Principal before they are passed on to the Principal’s supervisor, which is the Director of High Schools and then the overall Superintendent of the school district. Our Principal is a democratic, ethical leader who relies on the Administration team for support, ideas, and structure. A democratic leader, as discussed in our text, is a leader that provides rewards when necessary and sticks to the least discipline of the employees (Argosy, 2018). This allows leadership to focus on the objectives while the district deals with any disciplinary action against any employee. The leadership of this organization is grounded in ethical decisions and remembering that education and safety are most important.
When thinking of effective change leadership in my organization, the two features that allow the organization to progress through changes and lead effectively through change are communication and collaboration. As effective leaders of change focus on what the change is and why it is important, communication is imperative because leaders must continuously communicate with all individuals involved to connect everyone to the purpose and urgency for the change (Smith, 2008). The other important feature of effective change leadership is collaboration. School districts like the one I work with are built on collaboration. Many people work together daily to make things happen for the greater vision of the organization. Change leadership or change, in general, cannot happen without effective collaboration in the capacity of every wanting the same outcome to be positive and beneficial (Anderson & Anderson, 2010).
Effective change leadership also requires ethics to play a huge role. Ethical decisions by leadership are crucial in and through change. Imagine a leader who has personal interests in personal gain. This will cause all decisions to be bias and unethical. An effective leader must follow the ethics of the organization and have the interest of the organization in mind always. A dishonest and untrustworthy leader cannot lead effective change leadership. Thinking positively, I recommend that my organization continually stand on the ethical principles of alignment and integrity. Alignment will allow everyone to be directed toward the same goals and direction while strategically inspiring and engaging each other (Nolen & Putten, 2007). Integrity will als ...
After reading the articles and viewing the videos in this weeks r.docxnettletondevon
After reading the articles and viewing the videos in this week's resources, prepare a paper in which you address the following: Demonstrate your understanding of decision-making.
· Evaluate the role that personal ethics plays in making decisions.
· Analyze the decision-making techniques that can be applied in different types of organizations.
· Select an organization where unethical decision-making resulted in negative consequences.
· Using two decision-making techniques, compare and contrast how using the techniques may have resulted in a positive consequence.
Support your paper with minimum of three (3) scholarly resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included.
Length: 5-7 pages not including title and reference pages.
Your paper should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Article
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking
Chase E. Thiel • Zhanna Bagdasarov • Lauren Harkrider • James F. Johnson • Michael D. Mumford
Published online: 4 April 2012 Springer Science+Business Media B.V. 2012
Abstract Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise a conceptual model of leader EDM. Moreover, the underlying factors in the model are highlighted—constraints and strategies. Four trainable, compensatory strategies (emotion regulation, self-reflection, forecasting, and information integration) are proposed and described that aid leaders in navigating ethical dilemmas in organizations. Empirical examinations demonstrate that tactical application of the strategies may aid leaders in making sense of complex and ambiguous ethical dilemmas and promote ethical behavior. Compensatory tactics such as these should be central to organizational ethics initiatives at the leader level.
Keywords Cognitive strategies Ethical behavior Ethical decision-making Leadership Sensemaking
Corporate and financial misconduct amidst the recent world financial crises, such as the predatory subprime lending practices of Ameriquest, Goldman Sachs, and IndyMac Bank, have left few wondering whether ethics in leadership should be of greater focus mov.
Codes of Ethical Conduct A Bottom-Up ApproachRonald Paul .docxmary772
Codes of Ethical Conduct: A Bottom-Up Approach
Ronald Paul Hill • Justine M. Rapp
Received: 18 January 2013 / Accepted: 12 December 2013 / Published online: 1 January 2014
� Springer Science+Business Media Dordrecht 2013
Abstract Developing and implementing a meaningful
code of conduct by managers or consultants may require a
change in orientation that modifies the way these precepts
are determined. The position advocated herein is for a
different approach to understanding and organizing the
guiding parameters of the firm that requires individual
reflection and empowerment of the entire organization to
advance their shared values. The processes involved are
discussed using four discrete stages that move from the
personal to the work team and to the unit to the full
company, followed by the board of directors’ evaluation.
The hoped-for end product is dynamic, employee-driven,
codes of conduct that recognize the systemic and far-
reaching impact of organizational activities across internal
and external stakeholders. Operational details for and some
issues associated with its implementation are also provided.
Keywords Code of conduct � Employee-driven
approaches � Bottom-up development
Corporation, Be Good! Frederick (2006)
That managers and employees are capable of both ethical
and unethical behaviors due to individual and internal
corporate culture factors cannot be denied (Ashforth and
Anand 2003; Treviño and Weaver 2003; Treviño et al.
2006). Over the last decade, as diverse organizational
stakeholders began exerting more pressure on firms to
eliminate unethical conduct, the field of management has
witnessed a proliferation of research on ethics and ethical
behavior in organizations (Elango et al. 2010; Gopala-
krishnan et al. 2008; O’Fallon and Butterfield 2005; Tre-
viño et al. 2006).
However, recent ethical failures, as well as continuous
ethical challenges that organizations face, have led scholars
to conclude that predicting ethical dilemmas is difficult a
priori: ‘‘It is only, when we look back on our conduct over
the long run that we may find ourselves guilty of moral
laxity’’ (Geva 2006, p. 138). What underlies this particular
situation is the inability of organizational elites to monitor
and implement initiatives within today’s complex business
entities (Martin and Eisenhardt 2010; Uhl-Bien et al.
2007). Accordingly, more dynamic approaches to business
ethics is needed, one that spans ‘‘both the individual and
organizational levels’’ of concern (Gopalakrishnan et al.
2008, p. 757).
As a consequence and in reaction to neoclassical eco-
nomics, managers and their employees are expected to go
beyond dictates imposed by the law and marketplace to
fulfill larger responsibilities (Stark 1993). This expectation
is accomplished through adoption of a stakeholder per-
spective that is infused with empathy for people, groups,
and communities that may be impacted by the actions of
business.
WHERE IS THE RUNNING HEAD 1
WHERE IS THE RUNNING HEAD 5
Where is the title and why did you put in an abstract?
Just FOLLOW DIRECTIONS
Abstract
The above is not even centered
Leadership in organizations plays an important role in ensuring the company's objectives are attained with the monitoring of daily organizational operations. Leadership structures the decision-making process within an organization, which explains the intended purpose of the operations within the organization. Leadership varies depending on the nature of the organization's operations in chasing its goals; hence, decisions require scrutiny and understanding of the concerns within the organization. This paper gives concepts on leadership and explains different theories in meeting the expected goal of the organizations.
Comparison and contrasting Contrasting of leadership Leadership theoriesTheories
Different leadership theories follow values that the management concludes to be effective in extracting intended results hence differences in the leadership theories we discuss in this paper. There are different leadership theories, including situational leadership theory, which educates leaders on dealing with matters. In contrast, behavioral theory indicates learning skills toward becoming a good leader. The strengths of handling situations include saving on the costs of maintaining and deciding on methods to undertake in expecting positive results (Zaccaro et al., 2018). The response to situations is administered after the occurrence and the need for leadership qualities. Many leaders prefer situational leadership since a short time is taken to make decisions on situations at hand, which makes the responses effective as solutions. The strategy involves high expertise since its expectations of the decisions would be certain and accurate leadership. Behavioral leadership involves developing habits from practice in certain leadership skills through gaining experience in a certain field.
The leadership theory shapes leaders' characters and makes them familiar with issues they would have experienced during the learning process. Behaviors developed would influence decisions made in the organization since risks and strategies in fulfilling the plans would be evaluated adequately. The character of individuals grows with exposure to many issues in the organization and industry, hence the ability to make informed decisions in leading the organization. Adopting foreign skills improves the organization's quality in market sales since the leadership standards would be similar to those in foreign markets (Offermann & Coats, 2018). Trait leadership portrays similar qualities to behavioral leadership because of the common objective of leaders mastering the skill of leadership through learning. However, the theories differ in behavior adoption, where behaviors are perceived to be innate .
Please respond to the discussion questions listed below- You.docxleahlegrand
Please respond to the discussion questions listed below:
- You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. All comments should be posted to the appropriate topic in this
Discussion #1
My current organization’s leadership consists of a Principal, six Assistant Principals, a Student Activities Coordinator, and a School Improvement Specialist. This team is known as our Administration Team. Everything and all final decisions are up to the Principal before they are passed on to the Principal’s supervisor, which is the Director of High Schools and then the overall Superintendent of the school district. Our Principal is a democratic, ethical leader who relies on the Administration team for support, ideas, and structure. A democratic leader, as discussed in our text, is a leader that provides rewards when necessary and sticks to the least discipline of the employees (Argosy, 2018). This allows leadership to focus on the objectives while the district deals with any disciplinary action against any employee. The leadership of this organization is grounded in ethical decisions and remembering that education and safety are most important.
When thinking of effective change leadership in my organization, the two features that allow the organization to progress through changes and lead effectively through change are communication and collaboration. As effective leaders of change focus on what the change is and why it is important, communication is imperative because leaders must continuously communicate with all individuals involved to connect everyone to the purpose and urgency for the change (Smith, 2008). The other important feature of effective change leadership is collaboration. School districts like the one I work with are built on collaboration. Many people work together daily to make things happen for the greater vision of the organization. Change leadership or change, in general, cannot happen without effective collaboration in the capacity of every wanting the same outcome to be positive and beneficial (Anderson & Anderson, 2010).
Effective change leadership also requires ethics to play a huge role. Ethical decisions by leadership are crucial in and through change. Imagine a leader who has personal interests in personal gain. This will cause all decisions to be bias and unethical. An effective leader must follow the ethics of the organization and have the interest of the organization in mind always. A dishonest and untrustworthy leader cannot lead effective change leadership. Thinking positively, I recommend that my organization continually stand on the ethical principles of alignment and integrity. Alignment will allow everyone to be directed toward the same goals and direction while strategically inspiring and engaging each other (Nolen & Putten, 2007). Integrity will als ...
After reading the articles and viewing the videos in this weeks r.docxnettletondevon
After reading the articles and viewing the videos in this week's resources, prepare a paper in which you address the following: Demonstrate your understanding of decision-making.
· Evaluate the role that personal ethics plays in making decisions.
· Analyze the decision-making techniques that can be applied in different types of organizations.
· Select an organization where unethical decision-making resulted in negative consequences.
· Using two decision-making techniques, compare and contrast how using the techniques may have resulted in a positive consequence.
Support your paper with minimum of three (3) scholarly resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included.
Length: 5-7 pages not including title and reference pages.
Your paper should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Article
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking
Chase E. Thiel • Zhanna Bagdasarov • Lauren Harkrider • James F. Johnson • Michael D. Mumford
Published online: 4 April 2012 Springer Science+Business Media B.V. 2012
Abstract Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise a conceptual model of leader EDM. Moreover, the underlying factors in the model are highlighted—constraints and strategies. Four trainable, compensatory strategies (emotion regulation, self-reflection, forecasting, and information integration) are proposed and described that aid leaders in navigating ethical dilemmas in organizations. Empirical examinations demonstrate that tactical application of the strategies may aid leaders in making sense of complex and ambiguous ethical dilemmas and promote ethical behavior. Compensatory tactics such as these should be central to organizational ethics initiatives at the leader level.
Keywords Cognitive strategies Ethical behavior Ethical decision-making Leadership Sensemaking
Corporate and financial misconduct amidst the recent world financial crises, such as the predatory subprime lending practices of Ameriquest, Goldman Sachs, and IndyMac Bank, have left few wondering whether ethics in leadership should be of greater focus mov.
This is a structure of a typical research proposalContents paGrazynaBroyles24
This is a structure of a typical research proposal:
Contents page
Introduction
Literature review
Methodology
Reflections and Resources
Bibliography
Appendices
There is no research question or aims and objectives. Critical evaluation.
Introduction
The success of an organization or corporation is contingent upon the level of employee motivation. Motivation is critical to the accomplishment of the organization's goals and objectives. It is critical for firms with varied cross-cultural teams to guarantee that their employees are highly engaged. The management is responsible for ensuring that workplace goals and objectives are consistent with the company culture (Vlaev et al., 2019). Setting workplace goals is critical for establishing and monitoring the organization's level of employee motivation (Pang & Lu, 2018). Employee commitment, engagement, and motivation are critical components of an organization's success. Financial remuneration practices play a significant role in motivating employees.
According to many surveys, if an organization does not try to motivate its employees through monetary incentives, the organization is likely to have low performance (Vlaev et al., 2019). Organizations in the United States work diligently to increase employee engagement through monetary and financial pay and awards. Financial and monetary incentives have a stronger effect on employee motivation, according to studies (Pang & Lu, 2018). The United States government has implemented policies aimed at increasing compensation and incentive programs throughout all sectors of the labor market (Vlaev et al., 2019). As with any other firm, the government is attempting to improve employee performance through a variety of financial incentives.
The Federal Reserve System is the United States of America's central bank. It is in responsible of issuing currency to all financial institutions and exercising influence over the economy via monetary policy (Coccia & Igor, 2018). The Federal Reserve System has a number of financial incentives in place to motivate its personnel. Several of these tools include the following:
· This assists in meeting rental obligations.
· Gratuities are paid to all contract employees. This is a component of their terminal benefits and a token of appreciation for their long-term contribution to the business.
· Employees are eligible for personal loans and medical insurance coverage if they have worked for the bank for an extended length of time.
Problem Statement
Numerous researchers have sought to determine the effect of motivation on working institutions. According to research, motivating employees increases their performance and morale by making them feel wanted in the workplace (Coccia & Igor, 2018). However, there is a dearth of research on the effect of financial incentives on employee motivation. The purpose of this study is to close this gap by determining the relationship between financial incentives and employee motivation. Th ...
Although supportive psychotherapy and interpersonal psMadonnaJacobsenfp
Although supportive psychotherapy and interpersonal psychotherapy share some similarities, these therapeutic approaches have many differences. When assessing clients and selecting therapies, it is important to recognize these differences and how they may impact your clients. For this Assignment, as you compare supportive and interpersonal psychotherapy, consider which therapeutic approach you might use with your clients.
Interpersonal Psychotherapy: A Case of Postpartum Depression with Scott Stuart MD.
Counseling and Psychotherapy Theories in Context and Practice. Psychotherapy.net
· Briefly describe how supportive and interpersonal psychotherapies are similar.
· Explain at least three differences between these therapies. Include how these differences might impact your practice as a mental health counselor.
· Explain which therapeutic approach you might use with clients and why. Support your approach with evidence-based literature.
Wheeler, K. (Ed.). (2014). Psychotherapy for the advanced practice psychiatric nurse: A how-to guide for evidence-based practice (2nd ed.). New York, NY: Springer Publishing Company.
· Chapter 5, “Supportive and Psychodynamic Psychotherapy” (pp. 238–242)
· Chapter 9, “Interpersonal Psychotherapy” (pp. 347–368)
Negotiation and Confrontation
Negotiation
The skills of negotiation are imperative in the business world. Negotiations are a necessary part of many enterprise relations. People are unsettled through the negotiation process because they think that it is a personal matter; however, negotiation is about eradicating problems as well as arriving at the win solutions for all the parties. The Harvard project developed an inventive method for the negotiations. This so-called principled negotiation that outlines the strategies, as well as techniques, anticipate shifting the method to exchange permanent positions to the more flexible method that are relied on the interest of every party. Cognitive biases, as well as culture valued scopes, influence the choice making that limits the variation of this kind of innovative approach within the administrations. These biases define the unreasonable choices that individuals make, which affect the adaptation of the principled negotiations as well as the evidence-based management within the organizations (Sanders & Hak, 2018).
Confrontation
Confrontation is the procedure of describing another individual behavior so that the person can see the results of the behavior and possibly change. It is normal as well as the natural feature of the organization; moreover, it occurs in every organization. The few studies inspected the goal coping has established that targets use a variety of plans to covenant with the mistreatment of the organization's. Both confrontations, as well as avoidance, will be unproductive strategies for stopping the recurrence of the rudeness. It arises the objectives to be more probable to forgive as well as the psychology of the mistreatment. In a ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxgidmanmary
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxchristinemaritza
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone.
1WEEK TWO ASSIGNMENT 3Continuing Academic Success Stud.docxfelicidaddinwoodie
1
WEEK TWO ASSIGNMENT
3
Continuing Academic Success
Student Name
GEN/201
Date
Instructor
Continued Academic Success
Introduction (Thesis from week #2 here) Create an Opening statement and core theme for your Paper: Continuing Academic Success (50-75 words).
Heading #1 (Example Idea: Educational and Career Goals)
Include at least one educational goal and one career goal and how setting goals can lead to success (150-200 words).
Heading #2 (Example Idea: The Writing Process)
Discuss how the writing process can help you advance in your education and your career (150-200 words).
Heading #3 (Example Idea: Ethical Lens)
Share an example of how the information from your Ethical Lens Inventory can help you make better decisions (150-200 words).
Heading #4 (Example Idea: Critical Thinking Skills)
Elaborate on the steps will you take to improve your critical-thinking skills (150-200 words).
Heading #5 (Example Idea: UOPX Resources)
Highlight the university resources you will use to ensure academic success and also consider the benefits and challenges of working with outside sources (150-200 words).
Conclusion
Summarize your three or four main points and illustrate your closing viewpoints. As you conclude the paper feel free to include any other important lessons you learned in this course (150-200 words).
References (Place the “Reference(s)” on its own page.)
List at least three sources of reference. You should use the articles from the Sources assignment in week #4. (Saves time!)
Refer to the Reference and Citation Generator for proper formatting in the Center for Writing Excellence,
Revised 7/5/16
Module 01: Judgment in Managerial Decision-Making
Learning Outcomes
1. Critique the components of the decision-making process.
2. Explore prescriptive and descriptive decision-making.
3. Assess the use of heuristics in decision-making.
4. Evaluate the role of critical thinking in decision-making.
1. Leadership and Decision-Making
In this module, we will examine leadership and decision-making within the organization. As such, we will discuss the importance of decision-making and the organizational leader. Further, we will examine these important decision-making concepts in light of the various challenges that confront 21st-century organizations. As an organizational leader, it is important for you to have a solid understanding of leadership and decision-making as you help lead your organization toward its goals, objectives, and overall mission.
Leadership and Decision-Making
Leadership and decision-making go together hand-in-hand. In fact, leaders are often confronted with important decisions continually, even in the midst of uncertainty. Nevertheless, great leaders understand how to make decisions that have a positive impact on their organizations, employees, and stakeholders (Kase, 2010). In today's highly volatile global environment, organizational leaders are required to face challenges that confront their organizations with incr ...
Running Head FOUR-FRAME MODEL 1FOUR-FRAME MODEL7Fou.docxcowinhelen
Running Head: FOUR-FRAME MODEL
1
FOUR-FRAME MODEL
7
Four Frame Model
Rubin Wilkins
Module 5 Assignment 2
Argosy University Los Angeles
Professor: Dale Mancini
February 15, 2017
Four-frame Model
Introduction
Bolman and Deal synthesized the foregoing leadership theory into four contemporary cognitive perspectives which they further organized into frames to assist leaders in the decision-making process in relation to each individual situation. It was their understanding that the use of such frames would assist leaders in analyzing respective events in a different manner and perspective. In essence, they provide ‘windows’ that enhance the leaders’ to have a broader understanding of the challenges being faced by the organization and solutions that are potentially available. This insightful piece therefore proceeds to help in understanding the frames.
The Four-Frame Model of leadership is a creation stemming from the meshing of various organizational theories to form a wide-encompassing one. These consolidated theories include; the trait theory, power and influence theory, situational and contingency theory, and the behavioral theory (Bateman, 2007). They have been developed over a span of many years. The multiple perspectives emanating from the various theoretical underpinnings are the ones termed as frames by the two theorists; through which an organization is viewed by the leaders and other related persons. These ‘windows’ further operate to bring an organization into focus and subsequently serve as filters which offer the leaders order and assist them in making decisions. Furthermore, the frames comprise of the structural frame, human resource frame, political frame and the symbolic frame. Each individual frame represents a perspective
accompanied by its own assumptions and attributes.
The structural frame is used in viewing the world from an orderly point of view furnished with a multiplicity of rules and procedures. The human resource frame then comes in to assume that goals are best achieved through the meeting of organization members’ needs and fully appreciating the workforce as fundamental part of the organization. The political frame appertains to the conflicts, alliances and bartering of respective parties to properly use and allocate the scares resources owned by and charged to the organization. Finally, symbolic frame relates to the issues of culture, symbols and rituals of an organization as opposed to the established rules and procedures.
Theme among articles
Song, Kim and Kolb (2009) set out to research on the effect of learning an organization’s culture and the established linkage between interpersonal trust and the general commitment to an organization. The sample used in this study was primarily obtained from various employees working to conglomerate entities of Korea. Resultantly, it was established that learning an organization’s culture worked as a mediating factor in the explanation of associations betwe ...
The relationship between organizational space of offices and corporate identi...ijsptm
Institutional space as the value system determines what methods work and what behaviors are approved.
This study aimed to identify the relationship between organizational space (organizational structure,
corporate responsibility, corporate support and productivity management) with senior administration
identity of corporate managers of West Azerbaijan. 150 standardized questionnaires were distributed
among population and 100 questionnaires were returned to test hypotheses. According to normal data, the
Pearson correlation coefficient used to determine the type and extent of the relationship between the
variables. The results show there is a direct relationship between corporate responsibility, productivity
management, organizational support and corporate identity. However, a significant relationship between
the dimensions of organizational structure and corporate identity does not exist. So we suggest that serious
efforts should be made in General Offices in West Azerbaijan by exercising efficiently management and
developing appropriate organizational space (with respect to the liability of agents, productivity
management and organizational support) in order to improve organizational identity administration.
Dimensions and Characteristics of Organizational Behavior Impact and Competit...ijtsrd
The study of organizational behavior gives insight into how staff members behave and perform in the work environment. It helps us develop an understanding of the facets that can motivate staff members, enhance their efficiency, and help organizations establish a solid and also trusting relationship with their staff members. Human actions are inherent in each person which indicates his features, his way of behaving as well as assuming are his very own attributes while business actions are a group or company society special of each very own felt and also done. The study of Organizational Behavior OB is really intriguing as well as challenging too. It is related to individuals, a team of individuals collaborating in teams. The research ends up being a lot more challenging when situational factors connect. The research of organizational behavior connects to the expected behavior of an individual in the organization. No two individuals are likely to behave in the same manner in a certain work circumstance. It is the predictability of a supervisor concerning the expected behavior of an individual. There are no absolutes in human behavior. It is the human variable that is contributing to the performance hence the study of human practices is very important. Great value consequently must be affixed to the study. Dr. J. Jose Prabhu "Dimensions and Characteristics of Organizational Behavior: Impact and Competitive Advantage" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30632.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/30632/dimensions-and-characteristics-of-organizational-behavior-impact-and-competitive-advantage/dr-j-jose-prabhu
Running head ETHICAL ISSUES 1ETHICAL ISSUES 7.docxtodd271
Running head: ETHICAL ISSUES 1
ETHICAL ISSUES 7
Ethical Issues
OL-7005B Ethical Leadership
Dr. Banerjee
17 May 2020
Ethical Issues
The ethical stand of an organization determines its conduct and policies. Ethical issues are either known as the business ethics or corporate ethics. Ethical values apply to all aspects that determine the conduct of the organization and the way the management and employees in the organization relate to each other. The field of organizational ethics can either be descriptive or normative. The quantity and range of ethical issues in an organization reflect the degree to which the working of the firm is perceived to be at odds with non-economic social values. Organizational ethics emphasize on the commitment of the organization in promoting non-economic social values. They are interlinked to the ethics of the individuals who work in the organization, the customers who buy goods or services from the company, as well as the general society.
The concept of organizational ethics is not a phenomenon that emerged recently. Ethical codes have been in use for centuries and have been evolving with the development of human civilization. Ethics normally deals with the right actions of organizations and individuals. Beginning in the 1980s, organizations started declaring their ethical stands with an aim of distancing themselves from the corporate scandals that used to happen at the time (Koehn, 2017). With time, the concept of organizational ethics has been interpreted differently by different people. However, the concept generally involves knowing what is right and what is wrong in the workplace and ensuring that individuals do what is right regarding the products or services that the company deals with and regarding their relationships with stakeholders. Paying attention to organizational ethics is crucial, especially during periods of fundamental change (Nuseir & Ghandour, 2019). During times of fundamental change, values that may have been previously taken for granted may now be strongly questioned. Many of these values get abandoned.
The company that I would love to work for is Chipotle Mexican Grill, simply known as Chipotle. This is a company that deals with the development and operation of fast-food restaurants that make fresh Mexican foods throughout the US. Examples of foods that the restaurant chain makes are tacos, burritos, salads, and burrito bowls (Abutalibov, Mammadov & Guliyev, 2017). These foods are prepared using classic methods of cooking. Steve Ells founded this restaurant chain in 1993, with its headquarters in Newport Beach, CA.
Chipotle is a company based on ethical values and integrity. Specifically, the company places a greater emphasis on the values of being real and honest. This implies that employees are expected to always do what is right, even in times when no one is watching them. These values determine the way everyone in the organization does or does not d.
PrintCurrent Debate in Learning Theory Scoring Guide.docxsleeperharwell
PrintCurrent Debate in Learning Theory Scoring Guide
Current Debate in Learning Theory Scoring Guide Grading Rubric
Criteria
Non-performance
Basic
Proficient
Distinguished
Explain how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Does not explain how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time, but not how it has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy. Draws from multiple perspectives and evidence-based research to support explanation.
Evaluate multiple perspectives on the selected learning controversy.
Does not identify multiple perspectives on the selected learning controversy.
Identifies but does not analyze multiple perspectives on the selected learning controversy.
Analyzes multiple perspectives on the selected learning controversy.
Evaluates multiple perspectives on the selected learning controversy.
Assess the implications of this learning controversy on your area of specialization.
Does not assess the implications of this learning controversy on an area of specialization.
Assesses the implications of this learning controversy but does not associate with area of specialization.
Assesses the implications of this learning controversy on one's own area of specialization.
Assesses the implications of this learning controversy on one's own area of specialization. Discusses best practices for staying informed with current research in field.
Write clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; format paper, citations, and references using APA style.
Does not write clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; does not format paper, citations, and references correctly using APA style.
Uses sentence structure that is mostly clear, with a few minor spelling or grammatical errors but fails to attribute quotes and citations in a few places, or allows some inconsistencies in APA style.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; formats paper, citations, and references using APA style.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; uses relevant evidence to support a central idea; f.
Notes for question please no plag use references to cite wk 2 .docxcherishwinsland
Notes for question please no plag use references to cite
wk 2 1. Briefly summary of the comparison of the reliability and validity of responses on attitude scales
Washtenaw Community College, Ann Arbor MI, Retrieved from http://www4.wccnet.edu/departments/curriculum/assessment.php?levelone=tools
Strong words or moderate words: A comparison of the reliability and validity of responses on attitude scales
A common assumption in attitude measurement is that items should be composed of strongly worded statements. The presumed benefit of strongly worded statements is that they produce more reliable and valid scores than statements with moderate or weak wording. This study tested this assumption using commonly accepted criteria for reliability and validity. Two forms of attitude scales were created—a strongly worded form and a moderately worded form—measuring two attitude objects—attitude towards animal experimentation and attitude towards going to the movies. Different formats were randomly administered to samples of graduate students. There was no superiority found for strongly worded statements over moderately worded statements. The only statistically significant difference was found between one pair of validity coefficients ( r = 0.69; r = 0.15; Z = 2.60, p ≤ 0.01) and that was in the direction opposite from expected, favoring moderately worded items over strongly worded items (total scores correlated with a general behavioral item). (PsycINFO Database Record (c) 2016 APA, all rights reserved) (Source: journal abstract)
wk 2 2. What are Effective ways to understand and organize data using descriptive statistics?
Organizing Quantitative Data
Organizing quantitative data [Video file]. (2005). Retrieved January 20, 2017, from http://fod.infobase.com/PortalPlaylists.aspx?wID=18566&xtid=36200
http://fod.infobase.com/p_ViewVideo.aspx?xtid=36200
Effective ways to understand and organize data using descriptive statistics. Analyzing data collected from studies of young music students, the video helps viewers sort through basic data-interpretation concepts: measures of central tendency, levels of measurement, measures of dispersion, and graphs. A wide range of organization principles are covered, including mode, median, and mean; discrete and continuous data; nominal, ordinal, interval, and ratio data; standard deviation; and normal distribution. Animation and graphics clarify and reinforce each concept. The video concludes with a quick quiz to assess understanding and focus on key areas. A viewable/printable instructor’s guide is available online. WE DISCUSSED HOW TO DESIGN AN EXPERIMENT AND CONTROL VARIABLES IN OUR FIRST VIDEO. AND NOW WE'RE GOING TO LOOK AT WHAT TO DO WITH ALL THE DATA THAT HAS BEEN COLLECTED. AN EXPERIMENT IS ONE OF THE MOST POWERFUL WAYS TO SHOW THE CAUSE OF AN EVENT AND ITS EFFECT ON OTHER THINGS. BUT REMEMBER THAT AN INVESTIGATION CAN ONLY BE A SCIENTIFIC EXPERIMENT IF IT HAS AN INDEPENDENT VARIABLE WHICH IS MANIPULATED .
Comparing Leadership Models
XXXX XXXXX
LDR 531
JXXX 1, 20XX
Dr. Leo Maganares
1
2
Comparing Leadership Models
Shared leadership has emerged as a response to rapidly changing organizations and an increase in the complexity of tasks (de Cruz, 2019). Shared leadership can quickly and effectively solve problems, increase performance, and improve organizational productivity. With a team of experience, skills, and resources a strong leadership foundation can be formed to solve complex problems and initiate change to improve the overall productivity of organizations.
Chapter 12 Case Incident One: Sharing is Performing
Obstacles that can be encountered with shared leadership are social loafing, conflict with roles, differences in opinions, beliefs, values, negative mental models, task conflicts, and diversity issues (Robbins & Judge, 2019). Undefined roles can cause conflicts of ideas, opinions, leadership authority, and social loafing. All of these can have a negative effect on the team.
In this case, Christ looked to McGinley, as did Martin, to Barrs to form a shared leadership to solve two complex organizational problems (Robbins & Judge, 2019). The organization I work for formed a shared leadership quality team made up of leaders from the entire organization to determine clinical competencies for nursing. When the findings indicated that competencies were not standardized or based on evidence-based practices, they developed a program that would improve nursing competencies aligned with the vision and mission of the organization. This program was aligned with the mission of the organization to ensure that nurses were competent in their skills to provide high-quality care.
The leadership style that would best promote shared leadership in this case, would be Hersey and Blanchard’s situational leadership theory where the focus is on “directing, coaching, supporting, and delegating behavior” (Thompson & Glaso, 2018, p. 575). Leading a shared leadership team as CEO it would be important to define roles, assess team readiness, skills, knowledge, commitment, performance, and provide structure. Leadership styles would need to be adjusted based on the skills, knowledge, and readiness of the follower. Recruiting team members that are highly motivated, positive, conscientious, and have high abilities and intelligence can help improve the success of a team (Robbins & Judge, 2019). Provide an environment of trust, and openness allowing individuals the freedom to express opinions, views, and disagreements. Open communication can empower, encourage creativity, build trust, and promote confidence.
To reduce social loafing, goals, roles, and tasks need to be defined so team members know how they will collectively contribute to the team effort and success. Organizational support, adequate resources, building a climate of trust, and providing rewards to individuals based on team performance are all strategies that contribute to the succe.
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit.docxaidaclewer
CONTEMPORARY PROJECT MANAGEMENT, 4E
Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells
‹#›
Project Supply Chain Management
Chapter 13
‹#›
Chapter 13 Core Objectives:
Identify the role of supply chain management in project management and its importance for ensuring project success.
Describe how to plan, conduct, & control project procurements.
Chapter 13 Technical Objectives:
Describe the various formats for supply contracts and when each is appropriate.
Given a project situation, determine which activities, supplies, or services should be purchased; create bid documents; determine criteria you would use to select a seller; & determine which type of contract you would use.
Chapter 13 Behavioral Objectives:
Explain how to use the contemporary approach to project partnering and collaboration.
Super Absorbent Polymer Turf (SAPTURF)
“The SAPTURF project required a strong team. Successful commercialization of IP is a long shot, so room for project management error is slim. I realized I would need to compensate for lack of in-house resources. Lack of in-house resources is an advantage! I was free to look for the best resources…”
Chris Tetrault, owner and founder, SAPTURF
6
Introduction to Project Supply Chain Management
Inter-organizational purchasing-related issues supply chain management
A supply chain consists of all parties involved in fulfilling a customer request
Integrating SCM into PM can significantly enhance the effectiveness of project management
Introduction to Project Supply Chain Management
Integration of related functions to acquire needed products and services
Purchasing
Supply management
Procurement
Project Supply Chain Management
A system approach to managing flows of physical products, information, & funds from suppliers and producers, through resellers the project organization for creating customer satisfaction
SCM Components
Make-or-buy decision
Contract types
Collaboration and cooperation
System integration
Make-or-buy decisions – deciding whether to make something in-house or purchase it from a vendor
SCM Factors
The importance of SCM to general project management depends on a number of factors:
Value of outsourced products/services relative to value of the project
The timing of the work being purchased
Capability of the project team
Role of the outsourced work in the entire project
Number of suppliers required
Structure of the procurement supply chain
SCM Decisions
Distribution network configuration
Inventory control in supply chain
Logistics
Supply contracts
Distribution strategies
Supply chain integration & strategic partnering
Outsourcing & procurement strategies
Product design
Information technology & decision-support systems
Matching internal inadequacies with external experience
Project Procurement Management Processes
Plan Procurement Management
Conduct Procurements
Control Procurements
Plan Procurement Management
Plan for purchasing and acquisition
Complete most of pr.
Contemporary Nursing Practice The field of nursing has changed.docxaidaclewer
Contemporary Nursing Practice
The field of nursing has changed over time. In a 750‐1,000 word paper, discuss nursing practice today by addressing the following:
1. Explain how nursing practice has changed over time and how this evolution has changed the scope of practice and the approach to treating the individual.
2. Compare and contrast the differentiated practice competencies between an associate and baccalaureate education in nursing. Explain how scope of practice changes between an associate and baccalaureate nurse.
3. Identify a patient care situation and describe how nursing care, or approaches to decision‐making, differ between the BSN‐prepared nurse and the ADN nurse.
4. Discuss the significance of applying evidence‐based practice to nursing care and explain how the academic preparation of the RN‐BSN nurse supports its application.
5. Discuss how nurses today communicate and collaborate with interdisciplinary teams and how this supports safer and more effective patient outcomes.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. Please refer to the directions in the Student Success Center.
Dynamics in Nursing: Art and Science of Professional Practice
Read Chapter 3 in Dynamics in Nursing: Art and Science of Professional Practice.
URL:
https://www.gcumedia.com/digital-resources/grand-canyon-university/2018/dynamics-in-nursing_art-and-science-of-professional-practice_1e.php
Creating a More Highly Qualified Nursing Workforce
Read "Creating a More Highly Qualified Nursing Workforce," by Rosseter (2015), located on the American Association of Colleges of Nursing (AACN) website.
URL:
http://www.aacnnursing.org/News-Information/Fact-Sheets/Nursing-Workforce
The Impact of Education on Nursing Practice
Read "The Impact of Education on Nursing Practice," by Rosseter (2017), located on the American Association of Colleges of Nursing (AACN) website.
URL:
http://www.aacnnursing.org/News-Information/Fact-Sheets/Impact-of-Education
Scope of Practice
Read "Scope of Practice," located on the American Nurses Association (ANA) website.
URL:
https://www.nursingworld.org/practice-policy/scope-of-practice/
Initial Course Survey
In an effort for continuous improvement, Grand Canyon University would like you to take this opportunity to provide feedback about your experience with the university. Your participation is appreciated.
URL:
http://survey.gcu.edu/initial_course_survey/initial_course_survey.htm?q0.a=
What Is Nursing?
Read "What is Nursing," located on the American Nurses Association (ANA) website.
URL:
https://www.nursingworld.org/practice-policy/workforce/what-is-nursing/
This week you learned about compatible l.
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This is a structure of a typical research proposal:
Contents page
Introduction
Literature review
Methodology
Reflections and Resources
Bibliography
Appendices
There is no research question or aims and objectives. Critical evaluation.
Introduction
The success of an organization or corporation is contingent upon the level of employee motivation. Motivation is critical to the accomplishment of the organization's goals and objectives. It is critical for firms with varied cross-cultural teams to guarantee that their employees are highly engaged. The management is responsible for ensuring that workplace goals and objectives are consistent with the company culture (Vlaev et al., 2019). Setting workplace goals is critical for establishing and monitoring the organization's level of employee motivation (Pang & Lu, 2018). Employee commitment, engagement, and motivation are critical components of an organization's success. Financial remuneration practices play a significant role in motivating employees.
According to many surveys, if an organization does not try to motivate its employees through monetary incentives, the organization is likely to have low performance (Vlaev et al., 2019). Organizations in the United States work diligently to increase employee engagement through monetary and financial pay and awards. Financial and monetary incentives have a stronger effect on employee motivation, according to studies (Pang & Lu, 2018). The United States government has implemented policies aimed at increasing compensation and incentive programs throughout all sectors of the labor market (Vlaev et al., 2019). As with any other firm, the government is attempting to improve employee performance through a variety of financial incentives.
The Federal Reserve System is the United States of America's central bank. It is in responsible of issuing currency to all financial institutions and exercising influence over the economy via monetary policy (Coccia & Igor, 2018). The Federal Reserve System has a number of financial incentives in place to motivate its personnel. Several of these tools include the following:
· This assists in meeting rental obligations.
· Gratuities are paid to all contract employees. This is a component of their terminal benefits and a token of appreciation for their long-term contribution to the business.
· Employees are eligible for personal loans and medical insurance coverage if they have worked for the bank for an extended length of time.
Problem Statement
Numerous researchers have sought to determine the effect of motivation on working institutions. According to research, motivating employees increases their performance and morale by making them feel wanted in the workplace (Coccia & Igor, 2018). However, there is a dearth of research on the effect of financial incentives on employee motivation. The purpose of this study is to close this gap by determining the relationship between financial incentives and employee motivation. Th ...
Although supportive psychotherapy and interpersonal psMadonnaJacobsenfp
Although supportive psychotherapy and interpersonal psychotherapy share some similarities, these therapeutic approaches have many differences. When assessing clients and selecting therapies, it is important to recognize these differences and how they may impact your clients. For this Assignment, as you compare supportive and interpersonal psychotherapy, consider which therapeutic approach you might use with your clients.
Interpersonal Psychotherapy: A Case of Postpartum Depression with Scott Stuart MD.
Counseling and Psychotherapy Theories in Context and Practice. Psychotherapy.net
· Briefly describe how supportive and interpersonal psychotherapies are similar.
· Explain at least three differences between these therapies. Include how these differences might impact your practice as a mental health counselor.
· Explain which therapeutic approach you might use with clients and why. Support your approach with evidence-based literature.
Wheeler, K. (Ed.). (2014). Psychotherapy for the advanced practice psychiatric nurse: A how-to guide for evidence-based practice (2nd ed.). New York, NY: Springer Publishing Company.
· Chapter 5, “Supportive and Psychodynamic Psychotherapy” (pp. 238–242)
· Chapter 9, “Interpersonal Psychotherapy” (pp. 347–368)
Negotiation and Confrontation
Negotiation
The skills of negotiation are imperative in the business world. Negotiations are a necessary part of many enterprise relations. People are unsettled through the negotiation process because they think that it is a personal matter; however, negotiation is about eradicating problems as well as arriving at the win solutions for all the parties. The Harvard project developed an inventive method for the negotiations. This so-called principled negotiation that outlines the strategies, as well as techniques, anticipate shifting the method to exchange permanent positions to the more flexible method that are relied on the interest of every party. Cognitive biases, as well as culture valued scopes, influence the choice making that limits the variation of this kind of innovative approach within the administrations. These biases define the unreasonable choices that individuals make, which affect the adaptation of the principled negotiations as well as the evidence-based management within the organizations (Sanders & Hak, 2018).
Confrontation
Confrontation is the procedure of describing another individual behavior so that the person can see the results of the behavior and possibly change. It is normal as well as the natural feature of the organization; moreover, it occurs in every organization. The few studies inspected the goal coping has established that targets use a variety of plans to covenant with the mistreatment of the organization's. Both confrontations, as well as avoidance, will be unproductive strategies for stopping the recurrence of the rudeness. It arises the objectives to be more probable to forgive as well as the psychology of the mistreatment. In a ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxgidmanmary
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxchristinemaritza
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone.
1WEEK TWO ASSIGNMENT 3Continuing Academic Success Stud.docxfelicidaddinwoodie
1
WEEK TWO ASSIGNMENT
3
Continuing Academic Success
Student Name
GEN/201
Date
Instructor
Continued Academic Success
Introduction (Thesis from week #2 here) Create an Opening statement and core theme for your Paper: Continuing Academic Success (50-75 words).
Heading #1 (Example Idea: Educational and Career Goals)
Include at least one educational goal and one career goal and how setting goals can lead to success (150-200 words).
Heading #2 (Example Idea: The Writing Process)
Discuss how the writing process can help you advance in your education and your career (150-200 words).
Heading #3 (Example Idea: Ethical Lens)
Share an example of how the information from your Ethical Lens Inventory can help you make better decisions (150-200 words).
Heading #4 (Example Idea: Critical Thinking Skills)
Elaborate on the steps will you take to improve your critical-thinking skills (150-200 words).
Heading #5 (Example Idea: UOPX Resources)
Highlight the university resources you will use to ensure academic success and also consider the benefits and challenges of working with outside sources (150-200 words).
Conclusion
Summarize your three or four main points and illustrate your closing viewpoints. As you conclude the paper feel free to include any other important lessons you learned in this course (150-200 words).
References (Place the “Reference(s)” on its own page.)
List at least three sources of reference. You should use the articles from the Sources assignment in week #4. (Saves time!)
Refer to the Reference and Citation Generator for proper formatting in the Center for Writing Excellence,
Revised 7/5/16
Module 01: Judgment in Managerial Decision-Making
Learning Outcomes
1. Critique the components of the decision-making process.
2. Explore prescriptive and descriptive decision-making.
3. Assess the use of heuristics in decision-making.
4. Evaluate the role of critical thinking in decision-making.
1. Leadership and Decision-Making
In this module, we will examine leadership and decision-making within the organization. As such, we will discuss the importance of decision-making and the organizational leader. Further, we will examine these important decision-making concepts in light of the various challenges that confront 21st-century organizations. As an organizational leader, it is important for you to have a solid understanding of leadership and decision-making as you help lead your organization toward its goals, objectives, and overall mission.
Leadership and Decision-Making
Leadership and decision-making go together hand-in-hand. In fact, leaders are often confronted with important decisions continually, even in the midst of uncertainty. Nevertheless, great leaders understand how to make decisions that have a positive impact on their organizations, employees, and stakeholders (Kase, 2010). In today's highly volatile global environment, organizational leaders are required to face challenges that confront their organizations with incr ...
Running Head FOUR-FRAME MODEL 1FOUR-FRAME MODEL7Fou.docxcowinhelen
Running Head: FOUR-FRAME MODEL
1
FOUR-FRAME MODEL
7
Four Frame Model
Rubin Wilkins
Module 5 Assignment 2
Argosy University Los Angeles
Professor: Dale Mancini
February 15, 2017
Four-frame Model
Introduction
Bolman and Deal synthesized the foregoing leadership theory into four contemporary cognitive perspectives which they further organized into frames to assist leaders in the decision-making process in relation to each individual situation. It was their understanding that the use of such frames would assist leaders in analyzing respective events in a different manner and perspective. In essence, they provide ‘windows’ that enhance the leaders’ to have a broader understanding of the challenges being faced by the organization and solutions that are potentially available. This insightful piece therefore proceeds to help in understanding the frames.
The Four-Frame Model of leadership is a creation stemming from the meshing of various organizational theories to form a wide-encompassing one. These consolidated theories include; the trait theory, power and influence theory, situational and contingency theory, and the behavioral theory (Bateman, 2007). They have been developed over a span of many years. The multiple perspectives emanating from the various theoretical underpinnings are the ones termed as frames by the two theorists; through which an organization is viewed by the leaders and other related persons. These ‘windows’ further operate to bring an organization into focus and subsequently serve as filters which offer the leaders order and assist them in making decisions. Furthermore, the frames comprise of the structural frame, human resource frame, political frame and the symbolic frame. Each individual frame represents a perspective
accompanied by its own assumptions and attributes.
The structural frame is used in viewing the world from an orderly point of view furnished with a multiplicity of rules and procedures. The human resource frame then comes in to assume that goals are best achieved through the meeting of organization members’ needs and fully appreciating the workforce as fundamental part of the organization. The political frame appertains to the conflicts, alliances and bartering of respective parties to properly use and allocate the scares resources owned by and charged to the organization. Finally, symbolic frame relates to the issues of culture, symbols and rituals of an organization as opposed to the established rules and procedures.
Theme among articles
Song, Kim and Kolb (2009) set out to research on the effect of learning an organization’s culture and the established linkage between interpersonal trust and the general commitment to an organization. The sample used in this study was primarily obtained from various employees working to conglomerate entities of Korea. Resultantly, it was established that learning an organization’s culture worked as a mediating factor in the explanation of associations betwe ...
The relationship between organizational space of offices and corporate identi...ijsptm
Institutional space as the value system determines what methods work and what behaviors are approved.
This study aimed to identify the relationship between organizational space (organizational structure,
corporate responsibility, corporate support and productivity management) with senior administration
identity of corporate managers of West Azerbaijan. 150 standardized questionnaires were distributed
among population and 100 questionnaires were returned to test hypotheses. According to normal data, the
Pearson correlation coefficient used to determine the type and extent of the relationship between the
variables. The results show there is a direct relationship between corporate responsibility, productivity
management, organizational support and corporate identity. However, a significant relationship between
the dimensions of organizational structure and corporate identity does not exist. So we suggest that serious
efforts should be made in General Offices in West Azerbaijan by exercising efficiently management and
developing appropriate organizational space (with respect to the liability of agents, productivity
management and organizational support) in order to improve organizational identity administration.
Dimensions and Characteristics of Organizational Behavior Impact and Competit...ijtsrd
The study of organizational behavior gives insight into how staff members behave and perform in the work environment. It helps us develop an understanding of the facets that can motivate staff members, enhance their efficiency, and help organizations establish a solid and also trusting relationship with their staff members. Human actions are inherent in each person which indicates his features, his way of behaving as well as assuming are his very own attributes while business actions are a group or company society special of each very own felt and also done. The study of Organizational Behavior OB is really intriguing as well as challenging too. It is related to individuals, a team of individuals collaborating in teams. The research ends up being a lot more challenging when situational factors connect. The research of organizational behavior connects to the expected behavior of an individual in the organization. No two individuals are likely to behave in the same manner in a certain work circumstance. It is the predictability of a supervisor concerning the expected behavior of an individual. There are no absolutes in human behavior. It is the human variable that is contributing to the performance hence the study of human practices is very important. Great value consequently must be affixed to the study. Dr. J. Jose Prabhu "Dimensions and Characteristics of Organizational Behavior: Impact and Competitive Advantage" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30632.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/30632/dimensions-and-characteristics-of-organizational-behavior-impact-and-competitive-advantage/dr-j-jose-prabhu
Running head ETHICAL ISSUES 1ETHICAL ISSUES 7.docxtodd271
Running head: ETHICAL ISSUES 1
ETHICAL ISSUES 7
Ethical Issues
OL-7005B Ethical Leadership
Dr. Banerjee
17 May 2020
Ethical Issues
The ethical stand of an organization determines its conduct and policies. Ethical issues are either known as the business ethics or corporate ethics. Ethical values apply to all aspects that determine the conduct of the organization and the way the management and employees in the organization relate to each other. The field of organizational ethics can either be descriptive or normative. The quantity and range of ethical issues in an organization reflect the degree to which the working of the firm is perceived to be at odds with non-economic social values. Organizational ethics emphasize on the commitment of the organization in promoting non-economic social values. They are interlinked to the ethics of the individuals who work in the organization, the customers who buy goods or services from the company, as well as the general society.
The concept of organizational ethics is not a phenomenon that emerged recently. Ethical codes have been in use for centuries and have been evolving with the development of human civilization. Ethics normally deals with the right actions of organizations and individuals. Beginning in the 1980s, organizations started declaring their ethical stands with an aim of distancing themselves from the corporate scandals that used to happen at the time (Koehn, 2017). With time, the concept of organizational ethics has been interpreted differently by different people. However, the concept generally involves knowing what is right and what is wrong in the workplace and ensuring that individuals do what is right regarding the products or services that the company deals with and regarding their relationships with stakeholders. Paying attention to organizational ethics is crucial, especially during periods of fundamental change (Nuseir & Ghandour, 2019). During times of fundamental change, values that may have been previously taken for granted may now be strongly questioned. Many of these values get abandoned.
The company that I would love to work for is Chipotle Mexican Grill, simply known as Chipotle. This is a company that deals with the development and operation of fast-food restaurants that make fresh Mexican foods throughout the US. Examples of foods that the restaurant chain makes are tacos, burritos, salads, and burrito bowls (Abutalibov, Mammadov & Guliyev, 2017). These foods are prepared using classic methods of cooking. Steve Ells founded this restaurant chain in 1993, with its headquarters in Newport Beach, CA.
Chipotle is a company based on ethical values and integrity. Specifically, the company places a greater emphasis on the values of being real and honest. This implies that employees are expected to always do what is right, even in times when no one is watching them. These values determine the way everyone in the organization does or does not d.
PrintCurrent Debate in Learning Theory Scoring Guide.docxsleeperharwell
PrintCurrent Debate in Learning Theory Scoring Guide
Current Debate in Learning Theory Scoring Guide Grading Rubric
Criteria
Non-performance
Basic
Proficient
Distinguished
Explain how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Does not explain how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time, but not how it has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy. Draws from multiple perspectives and evidence-based research to support explanation.
Evaluate multiple perspectives on the selected learning controversy.
Does not identify multiple perspectives on the selected learning controversy.
Identifies but does not analyze multiple perspectives on the selected learning controversy.
Analyzes multiple perspectives on the selected learning controversy.
Evaluates multiple perspectives on the selected learning controversy.
Assess the implications of this learning controversy on your area of specialization.
Does not assess the implications of this learning controversy on an area of specialization.
Assesses the implications of this learning controversy but does not associate with area of specialization.
Assesses the implications of this learning controversy on one's own area of specialization.
Assesses the implications of this learning controversy on one's own area of specialization. Discusses best practices for staying informed with current research in field.
Write clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; format paper, citations, and references using APA style.
Does not write clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; does not format paper, citations, and references correctly using APA style.
Uses sentence structure that is mostly clear, with a few minor spelling or grammatical errors but fails to attribute quotes and citations in a few places, or allows some inconsistencies in APA style.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; formats paper, citations, and references using APA style.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; uses relevant evidence to support a central idea; f.
Notes for question please no plag use references to cite wk 2 .docxcherishwinsland
Notes for question please no plag use references to cite
wk 2 1. Briefly summary of the comparison of the reliability and validity of responses on attitude scales
Washtenaw Community College, Ann Arbor MI, Retrieved from http://www4.wccnet.edu/departments/curriculum/assessment.php?levelone=tools
Strong words or moderate words: A comparison of the reliability and validity of responses on attitude scales
A common assumption in attitude measurement is that items should be composed of strongly worded statements. The presumed benefit of strongly worded statements is that they produce more reliable and valid scores than statements with moderate or weak wording. This study tested this assumption using commonly accepted criteria for reliability and validity. Two forms of attitude scales were created—a strongly worded form and a moderately worded form—measuring two attitude objects—attitude towards animal experimentation and attitude towards going to the movies. Different formats were randomly administered to samples of graduate students. There was no superiority found for strongly worded statements over moderately worded statements. The only statistically significant difference was found between one pair of validity coefficients ( r = 0.69; r = 0.15; Z = 2.60, p ≤ 0.01) and that was in the direction opposite from expected, favoring moderately worded items over strongly worded items (total scores correlated with a general behavioral item). (PsycINFO Database Record (c) 2016 APA, all rights reserved) (Source: journal abstract)
wk 2 2. What are Effective ways to understand and organize data using descriptive statistics?
Organizing Quantitative Data
Organizing quantitative data [Video file]. (2005). Retrieved January 20, 2017, from http://fod.infobase.com/PortalPlaylists.aspx?wID=18566&xtid=36200
http://fod.infobase.com/p_ViewVideo.aspx?xtid=36200
Effective ways to understand and organize data using descriptive statistics. Analyzing data collected from studies of young music students, the video helps viewers sort through basic data-interpretation concepts: measures of central tendency, levels of measurement, measures of dispersion, and graphs. A wide range of organization principles are covered, including mode, median, and mean; discrete and continuous data; nominal, ordinal, interval, and ratio data; standard deviation; and normal distribution. Animation and graphics clarify and reinforce each concept. The video concludes with a quick quiz to assess understanding and focus on key areas. A viewable/printable instructor’s guide is available online. WE DISCUSSED HOW TO DESIGN AN EXPERIMENT AND CONTROL VARIABLES IN OUR FIRST VIDEO. AND NOW WE'RE GOING TO LOOK AT WHAT TO DO WITH ALL THE DATA THAT HAS BEEN COLLECTED. AN EXPERIMENT IS ONE OF THE MOST POWERFUL WAYS TO SHOW THE CAUSE OF AN EVENT AND ITS EFFECT ON OTHER THINGS. BUT REMEMBER THAT AN INVESTIGATION CAN ONLY BE A SCIENTIFIC EXPERIMENT IF IT HAS AN INDEPENDENT VARIABLE WHICH IS MANIPULATED .
Comparing Leadership Models
XXXX XXXXX
LDR 531
JXXX 1, 20XX
Dr. Leo Maganares
1
2
Comparing Leadership Models
Shared leadership has emerged as a response to rapidly changing organizations and an increase in the complexity of tasks (de Cruz, 2019). Shared leadership can quickly and effectively solve problems, increase performance, and improve organizational productivity. With a team of experience, skills, and resources a strong leadership foundation can be formed to solve complex problems and initiate change to improve the overall productivity of organizations.
Chapter 12 Case Incident One: Sharing is Performing
Obstacles that can be encountered with shared leadership are social loafing, conflict with roles, differences in opinions, beliefs, values, negative mental models, task conflicts, and diversity issues (Robbins & Judge, 2019). Undefined roles can cause conflicts of ideas, opinions, leadership authority, and social loafing. All of these can have a negative effect on the team.
In this case, Christ looked to McGinley, as did Martin, to Barrs to form a shared leadership to solve two complex organizational problems (Robbins & Judge, 2019). The organization I work for formed a shared leadership quality team made up of leaders from the entire organization to determine clinical competencies for nursing. When the findings indicated that competencies were not standardized or based on evidence-based practices, they developed a program that would improve nursing competencies aligned with the vision and mission of the organization. This program was aligned with the mission of the organization to ensure that nurses were competent in their skills to provide high-quality care.
The leadership style that would best promote shared leadership in this case, would be Hersey and Blanchard’s situational leadership theory where the focus is on “directing, coaching, supporting, and delegating behavior” (Thompson & Glaso, 2018, p. 575). Leading a shared leadership team as CEO it would be important to define roles, assess team readiness, skills, knowledge, commitment, performance, and provide structure. Leadership styles would need to be adjusted based on the skills, knowledge, and readiness of the follower. Recruiting team members that are highly motivated, positive, conscientious, and have high abilities and intelligence can help improve the success of a team (Robbins & Judge, 2019). Provide an environment of trust, and openness allowing individuals the freedom to express opinions, views, and disagreements. Open communication can empower, encourage creativity, build trust, and promote confidence.
To reduce social loafing, goals, roles, and tasks need to be defined so team members know how they will collectively contribute to the team effort and success. Organizational support, adequate resources, building a climate of trust, and providing rewards to individuals based on team performance are all strategies that contribute to the succe.
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit.docxaidaclewer
CONTEMPORARY PROJECT MANAGEMENT, 4E
Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells
‹#›
Project Supply Chain Management
Chapter 13
‹#›
Chapter 13 Core Objectives:
Identify the role of supply chain management in project management and its importance for ensuring project success.
Describe how to plan, conduct, & control project procurements.
Chapter 13 Technical Objectives:
Describe the various formats for supply contracts and when each is appropriate.
Given a project situation, determine which activities, supplies, or services should be purchased; create bid documents; determine criteria you would use to select a seller; & determine which type of contract you would use.
Chapter 13 Behavioral Objectives:
Explain how to use the contemporary approach to project partnering and collaboration.
Super Absorbent Polymer Turf (SAPTURF)
“The SAPTURF project required a strong team. Successful commercialization of IP is a long shot, so room for project management error is slim. I realized I would need to compensate for lack of in-house resources. Lack of in-house resources is an advantage! I was free to look for the best resources…”
Chris Tetrault, owner and founder, SAPTURF
6
Introduction to Project Supply Chain Management
Inter-organizational purchasing-related issues supply chain management
A supply chain consists of all parties involved in fulfilling a customer request
Integrating SCM into PM can significantly enhance the effectiveness of project management
Introduction to Project Supply Chain Management
Integration of related functions to acquire needed products and services
Purchasing
Supply management
Procurement
Project Supply Chain Management
A system approach to managing flows of physical products, information, & funds from suppliers and producers, through resellers the project organization for creating customer satisfaction
SCM Components
Make-or-buy decision
Contract types
Collaboration and cooperation
System integration
Make-or-buy decisions – deciding whether to make something in-house or purchase it from a vendor
SCM Factors
The importance of SCM to general project management depends on a number of factors:
Value of outsourced products/services relative to value of the project
The timing of the work being purchased
Capability of the project team
Role of the outsourced work in the entire project
Number of suppliers required
Structure of the procurement supply chain
SCM Decisions
Distribution network configuration
Inventory control in supply chain
Logistics
Supply contracts
Distribution strategies
Supply chain integration & strategic partnering
Outsourcing & procurement strategies
Product design
Information technology & decision-support systems
Matching internal inadequacies with external experience
Project Procurement Management Processes
Plan Procurement Management
Conduct Procurements
Control Procurements
Plan Procurement Management
Plan for purchasing and acquisition
Complete most of pr.
Contemporary Nursing Practice The field of nursing has changed.docxaidaclewer
Contemporary Nursing Practice
The field of nursing has changed over time. In a 750‐1,000 word paper, discuss nursing practice today by addressing the following:
1. Explain how nursing practice has changed over time and how this evolution has changed the scope of practice and the approach to treating the individual.
2. Compare and contrast the differentiated practice competencies between an associate and baccalaureate education in nursing. Explain how scope of practice changes between an associate and baccalaureate nurse.
3. Identify a patient care situation and describe how nursing care, or approaches to decision‐making, differ between the BSN‐prepared nurse and the ADN nurse.
4. Discuss the significance of applying evidence‐based practice to nursing care and explain how the academic preparation of the RN‐BSN nurse supports its application.
5. Discuss how nurses today communicate and collaborate with interdisciplinary teams and how this supports safer and more effective patient outcomes.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. Please refer to the directions in the Student Success Center.
Dynamics in Nursing: Art and Science of Professional Practice
Read Chapter 3 in Dynamics in Nursing: Art and Science of Professional Practice.
URL:
https://www.gcumedia.com/digital-resources/grand-canyon-university/2018/dynamics-in-nursing_art-and-science-of-professional-practice_1e.php
Creating a More Highly Qualified Nursing Workforce
Read "Creating a More Highly Qualified Nursing Workforce," by Rosseter (2015), located on the American Association of Colleges of Nursing (AACN) website.
URL:
http://www.aacnnursing.org/News-Information/Fact-Sheets/Nursing-Workforce
The Impact of Education on Nursing Practice
Read "The Impact of Education on Nursing Practice," by Rosseter (2017), located on the American Association of Colleges of Nursing (AACN) website.
URL:
http://www.aacnnursing.org/News-Information/Fact-Sheets/Impact-of-Education
Scope of Practice
Read "Scope of Practice," located on the American Nurses Association (ANA) website.
URL:
https://www.nursingworld.org/practice-policy/scope-of-practice/
Initial Course Survey
In an effort for continuous improvement, Grand Canyon University would like you to take this opportunity to provide feedback about your experience with the university. Your participation is appreciated.
URL:
http://survey.gcu.edu/initial_course_survey/initial_course_survey.htm?q0.a=
What Is Nursing?
Read "What is Nursing," located on the American Nurses Association (ANA) website.
URL:
https://www.nursingworld.org/practice-policy/workforce/what-is-nursing/
This week you learned about compatible l.
Contemporary Music InfluenceGradingSee assessment rubric.docxaidaclewer
Contemporary Music Influence
Grading
See assessment rubric attached.
Materials
Use the Module 6 Required Reading in your textbook, the Module 6 Online Exploration, and your own independent research as your guides for writing this evaluation.
Instructions
For this Music Evaluation, select ONE of the TWO discussion options below. Read all options below, choose one for the essay, and post your response.
Option A:
Influences on Contemporary Music
Option B:
Influences on K-pop Music
1.
Locate and select a contemporary music video released after January 1, 2000, by any composer / performer that has an easily sharable URL that can be viewed by your classmates
.
Youtube
and
Soundcloud
both have large libraries of easily shareable songs.
2.
Carefully listen to your selected song and critically examine its components, style, context, and influence
. You may also wish to refer back to the Module 6 Required Online Exploration resources as well as the required pages in your textbook.
3. Do research and find the relevant information required in step 4.
Be sure to cite the websites, books, textbook, etc. where you found the information.
4.
Now that you've carefully examined the work of music you selected,
write a new thread of at least 200 words, in which you
:
Identify the song and artist / band that you chose.
Provide a brief biography of your chosen artist / band.
Describe the artist's / band's style of music.
Identify at least one musician, band or musical style from the textbook or online exploration that influenced your chosen song. (Consider similarities in components, style, and/or context).
Indicate how you came to that conclusion and include specific evidence from the text, your research, your online exploration, and your chosen song that supports your arguments.
Include the URL (hyperlink) to your chosen song.
Explain why you chose the song, using your knowledge of musical components, styles, and history.
5. Listen to at least two of your classmates' chosen contemporary songs, read their original posts, and write replies
of at least 50 words per reply to at least two different classmates (total of 100 words), in which you:
Identify at least one additional similar band or musical style that influenced your classmate's chosen song that was not already identified by your classmate. Include evidence supporting your argument and cite your source(s).
1.
Using online resources and/or other research,
familiarize yourself with the South Korean pop (K-pop) group Girls' Generation
and
find your favorite song / video from their work that has an easily shareable URL that can be viewed by your classmates
.
The South Korean pop group Girls' Generation has been a phenomenal success across many parts of Asia since it hit the scene in 2007. They have been compared to the sensation that was created in the 1960s by the Beatles.
Using the internet, find out as much information as possible about Girls' Generation. Use .
ContemporaryProject ManagementTimothy J. Kloppenborg Th i.docxaidaclewer
Contemporary
Project Management
Timothy J. Kloppenborg Th ird Edition
Contemporary Project M
anagem
ent
K
loppenborg
Th ird Edition
To learn more about Cengage Learning, visit www.cengage.com
Purchase any of our products at your local college store or at our
preferred online store www.cengagebrain.com
Contemporary Project Management, 3e includes both time-tested and cutting-edge
project management techniques that are invaluable to you as a student or practitioner.
Check out some of the features of this text:
• Agile Approach to Project Planning and Management. The text fully integrates the
agile approach and uses a margin icon and alternate font color to emphasize the
difference between agile and traditional project management methods.
• PMBOK ® Guide Approach. This edition covers all knowledge areas and processes
from the fi fth edition of the PMBOK® Guide and now includes ten PMBOK® Guide-type
questions at the end of each chapter. All glossary defi nitions also refl ect the fi fth edition
of the PMBOK® Guide.
• Real Project Management Examples. Each chapter contains examples from practitioners
at actual companies in the U.S. and abroad.
• Actual Projects as Learning Vehicles. At the end of each chapter, there is an example
project with a list of deliverables. Microsoft® Word and Excel templates for many
project management techniques are also available on the textbook companion site.
• Full Integration of Microsoft® Project Professional 2013. Using screen captures, the
text shows step-by-step instructions for automating project management techniques
and processes in Microsoft® Project 2013.
Contemporary
Project Management
Timothy J. Kloppenborg
Need a study break? Get a break on the study materials designed for your course!
Find Flashcards, Study Guides,
Solution
s Manuals and more . . .
Visit www.cengagebrain.com/studytools today to find discounted study tools!
MS Project 2013 Instructions in Contemporary Project Management 3e
Chapter MS Project
4 Introduction to MS Project 2013
Toolbars, ribbons, and window panes
Initialize MS Project for Use
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, projected finish dates, information
6 Set up Work Breakdown Structure (WBS)
Understand WBS definitions and displays, enter summaries, create the outline,
Insert row number column, Hide/show desired amount of detail
7 Set up Schedule in MS Project
Define organization’s holidays, turn off change highlighting, understand types
of project data
Build Logical Network Diagram
Enter tasks and milestones, define dependencies, understand network
diagram presentation, verify accuracy
Understand Critical Path
Assign duration estimates, identify critical path
Display and Print Schedules
8 Define Resources
Resource views, max units, resource calendars
Assigning Resources
In split view enter work, select resource, modify assignments
Identify Ove.
Contemporary theatre, both commercial and non-commercial, has .docxaidaclewer
Contemporary theatre, both commercial and non-commercial, has seen a huge increase in diversity -- diversity among playwrights and their plays, actors, directors, designers and theatre practitioners. Diverse artists have always shown themselves to be an integral part of theatre and theatre history, though in contemporary theatre they are sometimes referred to “artists of a diverse background” instead of just theatre artists.
These artists come from a selection of groups, cultures and categories including, but not limited by:
Gender-Specific (i.e. Female)
Native American
Hispanic
African-American
Asian-American
Gay and Lesbian
and others
This assignment requires you to...
select one person
(playwright, actor, designer, etc.) from the groups listed above
explore, prepare and discuss
his or her historical, social and cultural importance to what we call “diverse contemporary theatre” today (the focus here is on theatre not their impact to film, television or music)
Create your response, in the Assignment submission box below (not in the Comments field), as a journal or diary entry. This response will not be read by your fellow classmates. The journal should be 1-2 pages long, approximately 400-500 words minimum. Be careful of spelling, grammar, capitalization, and punctuation...proofread and edit your work as necessary. Please cite your sources if any are used, including any videos or links used. This assignment will be graded according to the Journal Rubric attached.
By submitting this paper, you agree: (1) that you are submitting your paper to be used and stored as part of the SafeAssign™ services in accordance with the
Blackboard Privacy Policy
; (2) that your institution may use your paper in accordance with your institution's policies; and (3) that your use of SafeAssign will be without recourse against Blackboard Inc. and its affiliates.
.
CONTEMPORARY MENTAL HEALTH WEEK 4. MODELS OF MENTAL HEALTHC. H.docxaidaclewer
CONTEMPORARY MENTAL HEALTH WEEK 4. MODELS OF MENTAL HEALTH
C. HEPWORTH 2018 19
AIMS AND OBJECTIVES
LINKS TO:
L O 1 AND 2 (LINKS TO PART 2 OF ASSIGNMENT)
RECAP LAST WEEK
LIST THE SIGNS AND SYMPTOMS OF:
PTSD
DEPRESSION
SCHIZOPHRENIA
THIS WEEK….
1. MODELS OF MENTAL HEALTH –BIO-MEDICAL MODELAND INTERVENTIONS
AIM:
TO CONSIDER THE DIFFERING APPROACHES TO MENTAL HEALTH AND HOW THIS INFLUENCES TREATMENT
OBJECTIVES:
CONSIDER THE BIOMEDICAL MODEL
OUTLINE THE SOCIAL MODEL OF MENTLA HEALTH
MODELS
BIO-MEDICAL MODEL
MENTAL ILLNESS IS A DYSFUNCTION
LABELLED
LINKED PHYSIOLOGICAL PROBLEMS
CHEMICAL IMBALANCES IN THE BRAIN
“TREATED” BY MEDICAL INTERVENTION (MORE NEXT WEEK)
OUTCOME AND AIM IS TO ALLEVIATE THESE “CHEMICAL IMBALANCES”AND HELP CONTROL THUS CONTROL SYMPTOMS
THIS MODEL ALSO EMPHASISED BY DRUG COMPANIES
“IMBALANCES OF CERTAIN CHEMICALS IN THE BRAIN ARE THOUGHT TO LEAD TO SYSMPTOMS OF THE ILNESS.MEDICINE PLAYS A KEY ROLE INBALANCING THESE CHEMICALS” (DRUG COMPANY WEBSITE PFIZER 2006)
GLAXO-SMITH-KLEIN (2009) “PROZAC AND PRAZIL BALANCE YOUR BRAIN’S CHEMISTRY”
AMERICA PSYCHIATRIC ASSOCIATION 1996
TREATMENT FOR SCHIZOPHRENIA WITH ANTIPSYCHOTIC DRUGS “HELPS BRING BIOCHEMICAL IMBALANCES CLOSER TO NORMAL”
DISEASE CENTRE MODEL
MONCREIFF (2013) DESCRIBES THE DISEASE CENTRE MODEL IN MENTAL HEALTH (DERIVES FROM BIOMEDICAL MODEL)
DRUGS CORRECT ABNORMAL BRAIN STATE
DRUGS AS MEDICAL TREATMENT
THEY ARE EFFECTIVE
SIDE EFFECTS LESS IMPORTANT
TREATMENT ASSUMNES A DISEASE PROCESS
DRUGS MAKE THE BODY “NORMAL”
E.G. MANY ANTIPSYCHOTIC DRUGS BLOCK THE ACTIONS OF DOPAMINE
BUT….
DRUGS INTOXIFY THE BRAIN (NOT JUST ALCOHOL)
NO EVIDENCE THEY WORK TO REVERSE DISEASE
DUBROVSKY ET AL 2001
NO EVIDENCE THAT DEPRESSION IS ASSOCIATED WITH ABNORMALITIES OF SEROTONIN OR NORADRENLAINE AS ONCE THROUGHT
DOPAMINE HYPOTHESIS IN SCHIZOPHRENIA “IS NOT CONLUSIVE” (MOORCREIF)
ELECTRO-CONVULSIVE THERAPY (ECT)
LINKED TO THE BIO-MEDICAL AND DISEASE MODEL OF MENTAL HEALTH
GIVEN UNDER GENERAL ANAESTHETIC
CAUSES A SEIZURE (DELIBERATELY)
THOUGHT TO CHANGE THE CHEMICAL IMBALANCE OF THE BRAIN ASSOCIATED WITH:
SEVERE DEPRESSION
SEVERE MANIA
POST NATAL DEPRESSION (MIND 2017)
https://www.youtube.com/watch?v=9L2-B-aluCE
SIDE EFFECTS
MEMORY LOSS
APATHY
CONFUSION
INABILITY TO PROCESS INFORMATION
PSYCHOSURGERY
PREVALENT UP THE 1960’S
FRONTAL LOBE LOBOTOMY
TREATMENT NOT WORKING
? SOCIAL CONTROL??
https://www.youtube.com/watch?v=nJAaXttDIWA
USED IN THE PAST
INSULIN THERAPY FOR DEPRESSION
INDUCED HYPO (LOW BLOOD SUGAR)
What effect on a person can a label have??
TREATMENT….
STIGMA
GOFFMAN – READING…
STIGMA - A PSYCHIATRIST’S VIEW…. A TED TALK…(20 MINS)
https://www.youtube.com/watch?v=WrbTbB9tTtA
What should be done?
https://www.youtube.com/watch?v=fs4PgfHUmnw
RECAP
RECAP
ASSIGNMENT QUESTIONS
NEXT WEEK :
STRUCTURE OF MENTAL HEALTH SERVICES IN THE UK
REFERENCES
DUBOVSKY, S.l. ET AL (2001) “MOOD DISORDERS” IN: HALES,R.E. AND YUDOF.
Contemporary Public Health IssueAlthough the United States i.docxaidaclewer
Contemporary Public Health Issue
Although the United States is among the wealthiest
nations in the world, it is far from being the healthiest. Life
expectancy and survival rates in the United States have
improved dramatically over the past century, but
Americans have shorter lifespans and experience more
illness than people in other high-income countries. This
assignment gives you an opportunity to put together what
you have learned in this course, including, but not limited
to:
a) public health policy, policymaking process, and law;
b) public health and the legal system;
c) individual and human rights in public health; and
d) social justice, ethics and public health policy.
Choose a contemporary public health issue (e.g.,
bioterrorism, gun violence, or natural disasters like
hurricanes, tornadoes, and wildfires), its impact on public
health, and strategies for mitigating and managing it once
the issue occurs.
.
Contemporary Public Health IssueAlthough the United States is .docxaidaclewer
Contemporary Public Health Issue
Although the United States is among the wealthiest
nations in the world, it is far from being the healthiest. Life
expectancy and survival rates in the United States have
improved dramatically over the past century, but
Americans have shorter lifespans and experience more
illness than people in other high-income countries. This
assignment gives you an opportunity to put together what
you have learned in this course, including, but not limited
to:
a) public health policy, policymaking process, and law;
b) public health and the legal system;
c) individual and human rights in public health; and
d) social justice, ethics and public health policy.
Choose a contemporary public health issue (e.g.,
bioterrorism, gun violence, or natural disasters like
hurricanes, tornadoes, and wildfires), its impact on public
health, and strategies for mitigating and managing it once
the issue occurs.
.
Contemporary Issues
Team B
PSY/480 Clinical Psychology
Title Page
1
Contemporary Issues in Clinical Psychology
Changes in Family Structure
Divorce
Remarriage: step-parent, step-children and step-sibling(s)
Death: parent or sibling
Birth: new baby or grandchild
Cultural Diversity
Discrimination
Oppression
Stereotyping
When someone seeks out a psychologist for assistance in overcoming issues related to a change in their familial structure or because of racial or ethnic discrimination, the psychologist should be experienced in the particular challenges this patient is facing. Clinical psychology has had to develop new ways to treat these patients as previous strategies were not as beneficial as they could be. Clinical psychologists also needed to evolve as psychology did so that they have the knowledge and experience to assist patients in these particular situations.
2
Changes to Family Structure
Separation
Divorce
As time continues to go on, the American family is not what is once was. Over the last 50 years there has been a dramatic rise in divorce; the highest it has ever been in the U.S. Divorce affects all types of marriages, whether it a heterosexual couples, blended couples, and even homosexual couples. “This marks a shift away from the ideal of the companion marriage popularized in the early 1920’s to self-aspiration, enhanced freedom, and egalitarian relationships” (Castelloe, 2011). Since the 1960’s the rate of divorce and separation has risen because of the fact that “society has become more inclusive and women more financially independent, resulting in increased tension in marriages between individualization and what psychoanalyst Erik Erickson described as “generativity,” a concern for the welfare of others” (Castelloe, 2011).
3
Population Most Affected
Not one race, ethnicity, culture.
High Conflict
Financially Unstable
Children of Divorce
Divorce is not exactly privy to one specific culture or ethnicity; many people of all races become separated or divorced. Since 1970, the rate of divorce, at 72%, has declined to 59% (Friedman, n.d.). Jeffrey Drew conducted a study in 2009 on couples who argued about finances. He concluded that couples who argued about finances more than once a week were more than 30% likely to get divorced than couples who argue about it only a few times a month. “According to Drew, couples who disagree about money less than once per month run a 30-40% increase in the risk of divorce” (Divorce Source, 1996). The rate of divorce ultimately increases as the arguments become more often, several times a week, daily; the risk increases 125% to 160% (Divorce Source, 1996). It is believed that children who come from a separated family or divorced family are going to be two times more likely to get divorced than a child whose parents remained together (Castelloe, 2011).
4
Family Structure changes and its effect on Psychology
Children
Men
Women
Psychology is greatly effected by chang.
Contemporary Issues in Adulthood and Aging PSY 340.01.docxaidaclewer
Contemporary Issues in
Adulthood and Aging
PSY 340.01
CUNY SPS, Online B.A. Psychology
Spring 2020
Instructor: Dr. Giselle Gourrier
Email Address: [email protected]
Office Hours: Mondays, 2:00pm – 3:00pm
Required Text: Mason, Marion (2011), Adulthood and Aging. Allyn & Bacon. ISBN:
9780205433513
There will be additional resources posted online such as videos, articles, and blogs. These will be
posted in the weekly assignments.
Course Description:
Study of current theories and research on physical, intellectual and social-emotional growth and
change across the adult years will be the central focus of this course. Key roles of family and
friendship, work and retirement, as well as broader social, economic and legal factors are examined,
along with race, culture, class, and gender differences. Implications of research findings for optimizing
adaptation to normal development change and crises are considered.
Psy101 is the prerequisite for this class.
Course Objectives:
Students will:
1) Study current theories and research on physical, intellectual and social-emotional growth and
change across the adult years will be the central focus of this course.
2) Explore key roles of family and friendship, work and retirement, as well as broader social,
economic and legal factors such as race, culture, class, and gender differences.
3) Examine the implications of research findings for optimizing adaptation to normal development
change and crises are considered.
Learning Outcomes:
Students will:
1) Clearly articulate and understanding of the main concepts and theories within the field of
psychology and aging
2) Demonstrate how concepts and theories of aging are applied to “real-world” situations and current
events.
3) Critically analyze, compare, and contrast seminal perspectives within the field of psychology and
aging.
mailto:[email protected]
4) Realize the unique experience of the aging individual and its multifaceted complexities that include
such layers of identity as: race, gender, sexual orientation, religion, class, etc.
5) See how the ideas presented in this course overlap with many other courses and disciplines.
How This Online Course Works
This course is being offered in a fully online format. This means that all of your course activities will
take place within the Blackboard course. There will not be any specific times when you will have to be
online with your instructor or your classmates during the semester. This gives you the flexibility of
doing your assignments at times during the day when you can be at a computer and work without
distractions. For some students this is early in the morning and for others late at night. An advantage
of online study is that your classroom is open 24 hours a day, seven days a week.
Because of this schedule flexibility, time management is always a challenge for students in fully online
courses. Be sure you set a.
Contemplate what you need to consider when motivating students to w.docxaidaclewer
Contemplate what you need to consider when motivating students to work with a partner or a small group. Think about how your specific instructions in class reflect your teaching philosophy. For example, will you give learners direct instructions to do each step of the task or will you give them some general ideas and let them create their project?
.
Contemporary ArtART 370Short analytic research paper.docxaidaclewer
Contemporary Art
ART 370
Short analytic research paper
Paper due Sunday, Nov. 22nd
Choose a specific single artwork we have looked at in class, or an artwork we haven’t by an artist we have studied. (I CHOOSE ANDY WARHOL)
Find 3-4 online sources with further information about the work (painting, sculpture, performance, etc).
In 2-3 pages describe:
• the visual qualities of the work
• the cultural and aesthetic context in which it was made
• why it was made (the artist’s interests)
• any other information you find compelling and/or noteworthy
In the first paragraph, you must include the artist’s name, the title of the work, its date and medium, and a general overview of the work (visual description, size) to orient the reader. The rest of the paper can happen in any order.
Be sure to consult the document “Tips for writing about art”, posted in Moodle.
Format
Length: 2-3 pages
Margins: 1” all around (please!)
Image: Include at the end, this is not part of the page count
Sources: Include at the end, this is not part of the page count
.
Contd from the question - as well as situations that involved pu.docxaidaclewer
Cont'd from the question - as well as situations that involved public figures from various genres caught performing various questionaable activities.
1. From a philosophical and theoretical point of view, do you feel that individuals holding positions of power or influence should be held higher levels of accountability for their unetical actions orinactions?
2. Using the internet and library provide 2 exaples of how individuals in positions of power and authority have acted unetchical either by their actions or inactions.
3. Regarding the incidences you found do you feel the individuals should be held to a higher level of accountability based upon their real or perceived power and influence over others? Explain
3-4 paragraph's with references.
.
Contact one professional association or organization in the state of.docxaidaclewer
Contact one professional association or organization in the state of Florida that deals with some aspect of elderly care. Submit a two-page summary of information obtained including: Method of contact, ease of obtaining this information and any other supporting information or discoveries.
course textbook:
ISBN: 978-0-13-295631-4
Tabloski, P. (2014). Gerontological Nursing (3rd Ed). Upper Saddle River, NJ: Pearson Health Science.
APA is required.
Please, follow grading criteria attached below.
.
Cont. Before implementing those programs at your company the CE.docxaidaclewer
Cont. Before implementing those programs at your company the CEO has asked you to write a "white paper" covering the following specific topics:
1. How did JIT demand based systems differer from forecast driven systems?
2. What are the major pros and cons of JIT and lean manufracturing systems? What do they have to do with nonvalue added or wasted activities?
3. What will be the major challenged of implementing JIT system?
1,000 - 1,250 words cities and references
.
CONSUMERCONSUMER - ANY PARTY USING, OR POTENTIALLY USING,THE.docxaidaclewer
CONSUMER
CONSUMER - ANY PARTY USING, OR POTENTIALLY USING,
THE PRODUCT OR SERVICE OFFERED
BASIC EQUATION IS THE PATIENT-PROVIDER EXCHANGE
CONSUMERS
PHYSICIANS (PATHOLOGY SERVICES)
HOSPITALS (IT FROM VENDORS)
MANAGED CARE ORGANIZATIONS (CONTRACTING CLINICIANS FOR CLIENTS)
MEDICARE (CONTRACTING WITH INSURERS)
HEALTH SERVICE CUSTOMERS
CUSTOMER - ANYONE WHO HAS EXPECTATIONS REGARDING
A PROCESS OPERATION OR OUTPUTS (e.g. PATIENT)
INTERNAL CUSTOMERS - THOSE WITHIN THE ORGANIZATION;
DEPARTMENTS OR CO-WORKERS ‘DOWNSTREAM’ FROM THE PROCESS
(PATIENT CARE UNITS AS CUSTOMERS OF RADIOLOGY DEPARTMENTS)
PAYERS - EXTERNAL CUSTOMERS
(THOSE OUTSIDE THE PROVIDER ORGANIZATION)
STAKEHOLDERS - INTERESTED GROUPS OR INDIVIDUALS AFFECTED BY THE WORK HEALTH SERVICES DO
(REGULATORY BODIES AND PROFESSIONAL ASSOCIATIONS)
SATISFACTION
MEASURING CONSUMER SATISFACTION HELPS
MONITOR AND IMPROVE HEALTH CARE QUALITY
CONSUMER SATISFACTION DATA
BEST SOURCE ON COMMUNICATION, EDUCATION, AND PAIN MANAGEMENT
GROWING REQUIREMENT OF CLIENTS AND PAYERS IN HEALTH SYSTEMS
KEY TO BOTH PERCEIVED AND ACTUAL CLINICAL CARE QUALITY
CONSUMER SATISFACTION
HEALTH CONSUMERS’ VIEWS
MEASURES OF PREFERENCES
USER EVALUATIONS
REPORTS ON HEALTH CARE
POST-PURCHASE SATISFACTION
(HOW CLOSELY THE RESULT MATCHED THE EXPECTATION)
MODEL IS COMPLICATED BY THE NATURE OF THE HEALTH MARKETPLACE (INSURER CONSTRAINTS ON PROVIDER CHOICE)
MEASURE CONSUMER SATISFACTION
HEALTH CONSUMER - INFORMED AND DEMANDING RE: QUALITY
HOSPITALS – WANT TO MAINTAIN PUBLIC IMAGE OF
QUALITY AND SERVICE IN COMPETITIVE ENVIRONMENT
QUALITY, LOYALTY, AND SATISFACTION HAVE IMPLICATIONS
AND ARE CORRELATED WITH THE USE OF HOSPITALS
REGULATORY AUTHORITIES REQUIRE PATIENT SATISFACTION DATA
PATIENTS USE >500 CRITERIA IN THEIR EVALUATIONS OF HOSPITAL QUALITY
PATIENTS WHO CHOOSE THEIR DOCTOR ARE MORE
SATISFIED THAN THOSE ALLOCATED BY THEIR HMO
MAJOR MISMATCHES BETWEEN PATIENT AND PROVIDER PERCEPTIONS
KEY STEPS IN THE PATIENT EXPERIENCE
MEASURING PATIENT INVOLVEMENT
PATIENT SATISFACTION SURVEYS HAVE BECOME WIDESPREAD IN HEALTHCARE
SATISFACTION IS A PROBLEMATIC MEASURE FOR A RANGE OF REASONS
INDIVIDUAL PATIENT AND PROVIDER REACTIONS TO ERROR VERSUS HEALTH CARE PROVIDER/SYSTEM RESPONSES
DATA COLLECTION NEEDS TO MORE CLOSELY REFLECT THE KNOWLEDGE WE ARE TRYING TO PRODUCE IN PATIENT SAFETY CQI
DATA CAPTURE
PATIENT-ENROLLEE MEASURES
MOST COMMONLY AVAILABLE
ALTERNATIVE MODALITIES
QUALITATIVE APPROACHES: MANAGEMENT OBSERVATION, EMPLOYEE FEEDBACK, QUALITY CIRCLES, FOCUS GROUPS AND MYSTERY SHOPPERS
QUANTITATIVE APPROACHES: COMMENT CARDS, MAIL SURVEYS,
INTERVIEWS AT POINT-OF-SERVICE AND TELEPHONE INTERVIEWS
TIMING
A MAJOR FACTOR IN WHEN AND HOW TO COLLECT DATA FROM
PATIENTS IN OR RECENTLY DISCHARGED FROM HOSPITAL
VALIDITY
NEEDS TO BE CONSIDERED; INCLUDING PRE-TESTING AND PILOTING OF INSTRUMENTS FOR EASE OF USE AND COMPREHENSION BY PATIENTS
RISK MANAGEMENT
RISK - EXPOSURE TO .
Consumer Brand Metrics Q3 2015
Eater Archetypes:
Brand usage and preferences by consumer segment
The restaurant industry has long relied on demographic factors to
identify and prioritize consumer groups. For example, many
brands currently obsess over attracting Millennials—some
without pausing to consider the variations among consumers
within this demographic cohort. In addition to life stages,
consumer attitudes about health, value, convenience and the
overall role of foodservice in their lives drive significant
differences in preferences and behavior.
With these distinctions in mind, we have updated the Consumer
Brand Metrics (CBM) survey with questions that allow us to
segment consumers into one of seven Eater Archetypes. Each
segment has a distinct psychographic profile, which is outlined in
our recent Consumer Foodservice Landscape. Accordingly, their
patronage of the segments and brands tracked in CBM varies.
This paper explores some differences we can discern after the
initial quarterly results, including the archetypes’ segment usage,
brand patronage and occasion dynamics. Examining CBM data by
Eater Archetype reveals nuances that complement a demographic
profile of a chain’s guests.
By Colleen Rothman, Manager, Consumer Insights
To learn more about the Consumer Brand Metrics program or to sign up for future
Spotlight by Consumer Brand Metrics white papers, please contact Bart Henyan,
Senior Marketing Manager, at [email protected]
Consumer Brand Metrics Q3 2015
Segmenting consumers by psychographic factors, rather than
just demographic characteristics, can lead to a better
understanding of the consumers that matter to your brand and
how to appeal to them.
Key Takeaways
Busy Balancers and Functional Eaters drive usage across
restaurants and convenience stores. Full-service restaurant
(FSR) operators may also consider targeting Foodservice
Hobbyists and Affluent Socializers, as these archetypes
comprise more than a quarter of FSR patrons, on average.
How does foodser vice segment usage vary by archetype?
Driven by unique needs and motivations, Eater Archetypes
gravitate to a wide variety of brands. For example,
McDonald’s, Burger King and Whataburger each
disproportionately attract unique archetypes (Habitual
Matures, Bargain Hunters and Functional Eaters,
respectively).
Which chains do each archetype visit most frequently?
Archetypes that patronize the same restaurant may not use
the brand the same way. For example, usage varies by
daypart, with afternoon snacks skewing to Busy Balancers
and late-night meals driven by Functional Eaters. Archetypes
also diverge in their party composition, as visits with children
skew to Busy Balancers.
Which archetypes drive specific occasions?
Consumer Brand Metrics Q3 2015
Foodservice Patronage
Eater Archetype Distribution (once a month+ users)
Archetype LSR Avg. FSR Avg. C-Store Avg. RMS Avg.
Busy B.
Consumer Behavior ProjectTopic Consumer perception of bottl.docxaidaclewer
Consumer Behavior Project
Topic: Consumer perception of bottles and tap water
Perform a observation of consumers in regards to your chosen topic and discuss them in the paper. Be sure to discuss observation location.
Detailed Table of Contents (separate page)
EXECUTIVE SUMMARY
(separate page)
PROBLEM RECOGNITION
A statement of the consumer behavior issue being studied
[Insert Table/Graph 1 to present the issue and explain it]
INTERNAL FACTORS ANALYSIS
[Inset Table 2 to list factors impacting the mediators or dependent variables associated with the issue]
EXTERNAL FACTORS ANALYSIS
[Inset Table 3 to list factors impacting the mediators or dependent variables associated with the issue]
MODEL AND LITERATURE REVIEW
(2 page)
Draw a theoretical model to present and explain your new theory of consumer behavior
[INSERT GRAPH 2]
DATA COLLECTION
Collect secondary data from sources/journals/websites to support your model
CONCLUSION AND RECOMMENDATION
Recommendations for marketing actions based on your analysis
REFERENCE
(separate pages)
Copies of articles used/sourced
.
Constructivism TheoryProposed Study How do adult learners in th.docxaidaclewer
Constructivism Theory
Proposed Study: How do adult learners in the United States describe the influence that social media in the classroom have on their education over the past ten years?
Method: Case Study
- Intro to theory (1 paragraph)
Describe the key elements of constructivism for qualitative research (one paragraph).
Explain how constructivism supports the proposed study (see above) and/or understanding of the research topic (1–2 paragraphs).
Describe how the practical implications resulting from the research could be used by stakeholders of the research (1–2 paragraphs).
- State how the proposed study would contribute to the qualitative research knowledge base. 1 paragraph
APA style
5-7 references
.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Consider two companies United States Steel (X) and Facebook (FB)..docx
1. Consider two companies: United States Steel (X) and Facebook
(FB).
Look at the profiles (financial statements for 2016) of each on
yahoo finance and discuss the followings (you need to calculate
these values yourself and show details of your calculations):
1. How many outstanding shares does the company have?
2. What is the market value of the company?
3. What is the book value of the company?
4. Does the company pay dividends?
5. What is the beta for the company? Compare it with the beta
of market.
6. Retrieve their annual closing prices for the last 6 years.
7. Calculate annual rate of return of each stock for the last 5
years.
8. Estimate annual expected rate of return and standard
deviation of annual rate of return of each stock.
9. How do you find the risk free rate? (consider the market risk
premium to be 8%)
10. Using CAPM calculate the expected return on the equity for
the company.
11. What is the Weighted average cost of capital (WACC) for
the company?
12. What is the leverage (total debt/equity ratio) for the
company?
Calculate and analyze your result, conclude your opinions.
APA Format, references, minimum 5 pages.
(To get the required rate of return on debt, divide the interest
expense by total debt)
(To get the total debt, add the short term debt to long term debt)
2. Dwight
assuming Risk
Leaders face ethical decision all the time. It is an inherent
responsibility of all leaders. The best solution for PPI is to
continue with the inspections from outside agencies. My
philosophy on leadership and decision-making has always been
to simplify decisions as much as possible. Almost all decisions
come down to assuming risk! You will either assume risk in one
area or another. The question the leader must answer, is, where
does he/she want to assume that risk. Determining where to
assume risk comes down to taking a holistic view of the issue
and comparing it against organizational goals and needs (Thiel,
Bagdasarov, Harkrider, Johnson, & Mumford, 2012). In the case
of PPI, the organization’s leadership created a culture of safety
and efficiency. Which likely was rooted in the organization’s
values and mission statement. Therefore, the organization could
not comprise the very values it represented out of fear that an
employee would use previously discovered discrepancies
against them. In fact, there is an argument that the level of trust
that the organization built has garnered a mutual respect
between employee and employer. Which may prevent any such
liabilities of PPI. In the end, PPI has to decide where to assume
the risk. Does the organization want to assume risk in the daily
operations of the plant, and risk employee safety, organizational
output, and efficacy? Does the organization want to risk
employees using the inspections by outside agencies against
them? As a leader who is very familiar with these kinds of
ethical decisions, PPI needs to assume risk where the employees
might use the inspections against them in a lawsuit.
Conflict
Of equal importance is the conflict that exists between PPI’s
leadership and the legal team. This conflict, although
troublesome, is common in organizations. These conflicts arise
because different sections of an organization look at through
different lens and have different responsivities. Hence, the legal
3. team is only trying to protect the best interests of PPI.
However, what the legal team needs to realize, is that the
decision lies with the president. The legal team is there to
advise. The PPI leadership will take that information and make
the decision that is best for the organization. In the case study,
it is clear that the PPI leadership does not want to jeopardize
the values and ethics that the organization is built on.
Ethical Framework
The framework that relates to my solution of the ethical
dilemma, is called Sensemaking Strategy. Sensemaking strategy
is a cognitive process where individuals analyze a problem by
taking a look at the circumstances surrounding the issue
(Caughron et al., 2011). Thus, relating to my point about taking
a holistic view of an issue and determining where to assume the
risk. Sensemaking strategy has three components; problem
recognition, information gathering, and information integration
(Caughron et al., 2011). All three components give the decision-
maker the ability to see the issue as it relates to the
organization. Which in turn provides the decision-maker with
the most, if not all of the necessary information needed to make
a decision. In fact, one of the cognitive reasoning strategies
contained within sensemaking is to seek outside help and to
consider the effect the decision will have holistically (Caughron
et al., 2011, Table 1). Cognitive reasoning is the logically part
of our brain. When I was faced with difficult decisions as a
leader, I just applied simple logic and tried to make the decision
that had the least impact on the organization and the people in
it.
References
Caughron, J. J., Antes, A. L., Stenmark, C. K., Thiel, C. E.,
Wang, X., & Mumford, M. D. (2011). Sensemaking strategies
for ethical decision-making. Journal for Ethics &
Behavior, 21(5), 351-366.
http://dx.doi.org/10.1080/10508422.2011.604293
Thiel, C. E., Bagdasarov, Z., Harkrider, L., Johnson, J. F., &
Mumford, M. D. (2012, April 4). Leader ethical decision-
4. making in organizations: Strategies for Sensemaking. Journal
for Business Ethics, 107(1), 49-64.
http://dx.doi.org/10.1007/s10551-012-1299-1
Brent
Case summary
In the case examined, the company Perfect Plastics Incorporated
(PPI) has two opposing ethical frameworks. The leader’s ethical
framework is altruism. Altruism places a focus on the needs of
the employee and not the larger interest of the company
(Northouse, 2016). The opposing view of the PPI attorneys’
framework is more aligned with utilitarianism. Utilitarianism
places an equal emphasis on the company’s interest and the
employees (Gustafson, 2013; Northouse, 2016). The central
discussion in the case is whether or not PPI does preventative
safety inspections. The opposing views impact the employee's
safety, moral, and performance. The leader demonstrates a
deontological perspective of focusing on the preventative safety
for the employees. The attorneys demonstrate a teleological
perspective with a concern for lawsuits as a result of an
employee injury. The attorneys view the preventative safety
inspections as an additional liability to the company. However,
the attorneys do not object to the safety standards used by PPI.
Ethical frameworks of leadership
Ethical decisions, actions, and behaviors are part of leadership
(Northouse, 2016). The domains of ethical theory are
5. consequences, duty, and virtue (Northouse, 2016).
Consequences, or teleological theories, emphasizes the end
purpose of a leaders action (Northouse, 2016). Duty, or
deontological theories, focus on the actions and moral
obligations of the leader (Northouse, 2016). Virtue-based
theories are based on leaders behaviors, either innate or learned
(Northouse, 20016). Leaders display their morals to the
organization which causes the employees to either trust or
distrust the leader (Hoover & Pepper, 2014; Turner, Barling,
Epitropaki, Butcher, and Milner, 2002).
Leadership styles contain an ethical framework that is
influenced by the leader's motives, morals, and self-interests.
For example, leadership styles such as transformational have a
solid ethical framework for influencing the organization
(Northouse, 2016). Transformation leaders focus on the greater
goals of the organization and not personal interest (Bass &
Avolio, 1993, Northouse, 2016). The focus on the greater good
of the organization, or the individuals of the organization,
instead of the leader’s interest is a form of altruism, virtual-
based theories (Northouse, 2016). In contrast, a transactional
leader does not focus on the individual interest of employees.
The transactional leader establishes the exchange that benefits
both the employee and the company (Bass & Avolio, 1993). The
ethical framework closely aligned to transactional leaders is
utilitarianism (Northouse, 2016; Turner et al., 2002).
Conclusion
The leader’s ethical framework remains the same for the
preventative safety inspections. Although the attorneys’ concern
for litigation is valid, a sudden change in the established
procedure is likely to cause employees to distrust leadership.
The leader created a trust with employees by using the
framework of altruism. The concern for the employees, or
individuals, benefit over the concern for the company is
altruism (Northouse, 2016). The routine preventative safety
inspections are an example of the leader demonstrating moral
obligations to the employees. Also, the inspections and
6. subsequent changes established trust between the employees and
the leadership. Leaders demonstrate their moral obligations by
actions that exemplify them (Turner et al., 2002). Employees
view the actions and develop a trust with the leader to act
inconsistent manner (Hoover & Pepper, 2014). If the inspections
and subsequent improvements stop, the employees established
trust would be negatively impacted.
References
Bass, B. M., & Avolio, B.J. (1993). Transformational leadership
and organizational culture. Public Administration Quarterly,
17(1), 112-121.
Gustafson, A. (2013). In defense of a utilitarian business
ethic. Business & Society Review, 118(3), 325–360.
doi:10.1111/basr.12013
Hoover, K. F., & Pepper, M. B. (2015). How did they say that?
Ethics statements and normative frameworks at best companies
to work for. Journal of Business Ethics, 131(3), 605-617.
doi:10.1007/s10551-014-2255-z
Northouse, P.G. (2016). Leadership: Theory and practice (7th
ed.). Thousand Oaks, CA: Sage.
Turner, N., Barling, J., Epitropaki, O., Butcher, V., & Milner,
C. (2002). Transformational leadership and moral
reasoning. Journal of Applied Psychology, 87(2), 304–311.
doi:10.1037/0021-9010.87.2.304
Developing a Framework for Ethical Leadership
Alan Lawton • Iliana Páez
Received: 4 April 2013 / Accepted: 6 June 2014 / Published
online: 29 June 2014
! Springer Science+Business Media Dordrecht 2014
7. Abstract Interest in ethical leadership from academics
and practitioners has grown enormously in recent years.
This article addresses this literature through a framework
that identifies three interlocking questions. First, who are
ethical leaders and what are their characteristics? Second,
how do ethical leaders do what they do? Third, why do
leaders do as they do and what are the outcomes of ethical
leadership? Different dimensions to ethical leadership are
examined and presented as three interlocking circles; Vir-
tues, Purposes and Practices. This framework presents an
integrated approach to ethical leadership and argues that
future research take this holistic framework and apply it to
different sectors or contexts.
Keywords Ethical leadership ! Ethical theory ! Ethical
practices
Introduction
The ethical dimension of leadership has, increasingly, been
of interest to both the general public and to scholars,
motivated partly by the corporate scandals that have
involved the unethical behaviour of top executives in
leading organizations throughout the world and has gen-
8. erated responses from both the academic and practitioner
communities (see, for example, the Index of Leadership
Trust developed by the Institute of Leadership and Man-
agement and Management Today). Notwithstanding recent
concerns, the relationship between ethics and leadership
has been explored by management academics for some
time and constituted early definitions of leadership (Bar-
nard 1938; Burns 1978; Selznick 1957). Part of the role of
leadership, it was claimed, included creating the ‘moral
organization’, promoting development in others, and in-
stitutionalising values within the organization’s culture.
More recently, Whetstone (2005) has presented a frame-
work for organizational virtues that is based upon the
relationships between mission, culture and leadership.
There are a number of key issues and questions that
emerge in the literature. For example, what is distinctive
about the ethics of leadership in contrast to other areas of
ethics (Ciulla 2005)? Do leaders stand apart from normal
ethical considerations? Is there something unique about
leadership such that leaders need demonstrate ethical
standards over and above the norm in the way that certain
of the professions might (see Carlisle and Manning 1996)?
9. Ciulla argues, for example, that what is distinctive is the
concept of vision; ‘Visions are not simple goals, but rather
ways of seeing the future that implicitly or explicitly entail
some notion of the good’ (2005, p. 325). Other areas of
distinctiveness might include their obligations to others,
particularly their followers, as a result of the leaders’
special position in terms of power, status, and authority.
Ciulla also argues that leadership is distinctive because of
its range—moral failure impacts a large number of people.
At the same time, and discussed extensively in the political
science and philosophy literature, do the requirements of
ethics not apply to certain roles such that the judgements of
ethics are, in some sense, deemed inappropriate (see the
discussion of the ‘Dirty Hands’ of politicians introduced by
Walzer and discussed in Coady 2008; Mendus 2009).
A. Lawton (&)
Federation University, Ballarat, Australia
e-mail: [email protected]
I. Páez
Universidad de Los Andes, Bogotá, Colombia
e-mail: [email protected]
123
J Bus Ethics (2015) 130:639–649
10. DOI 10.1007/s10551-014-2244-2
Second, we are interested in what is the relationship
between being a good leader in a moral sense and being an
effective leader; a simple distinction but one that raises
interesting issues. In the literature, there is often a dis-
tinction between moral excellence and technical excellence
(see Ciulla 2005; Price 2008). A different view suggests
that, depending upon our approach to virtue, the two are
compatible and that Machiavelli’s virtú combines both
virtue and skill (see Macaulay and Lawton 2006). A further
view argues that leadership is about ‘being’ rather ‘than
‘doing’ (Cunliffe 2009). We propose, below, that the dif-
ferent views can be reconciled through the interlocking of
Virtues and Purposes.
Third, how are self-interest, the interests of the organi-
zation and the interests of the wider community recon-
ciled? How are the interests of shareholders and wider
stakeholders balanced? Does a psychological approach to
leadership privilege the individual at the expense of others?
Has there been too much focus on the self such that ethical
leadership becomes unattainable? (Knights and O’Leary
11. 2006). Indeed what is the concept of the self in leadership
studies (Ford 2006)? What is the context within which
ethical leadership takes place (see Knights and O’Leary
2006) and can the concept of a social practice help in
locating that context (see MacIntyre 1985)? We discuss the
concept of a practice below and propose Practices as the
third interlocking circle in our framework.
These are all ‘big’ questions and they have been
addressed in different ways; at this stage it is appropriate to
offer preliminary remarks concerning the nature of lead-
ership and then to outline the scope of the article. We
identify three dimensions to leadership: Leadership in,
leadership of, and leadership for. Leadership in involves
activity; in this context those who lead may be motivated
by the desire to explore new territories (geographical or
otherwise), whether exercised in the practice of science, of
art, music, sport or a whole range of other activities.
Leaders are driven by curiosity and may stretch rules or
conventions to see where their imaginations will take them.
Leading is not being bound by convention, it is being
curious for the sake of it, seeking new challenges; it may
offer its own reward and not necessarily be concerned with
12. the outcome since that can rarely be predicted. From this
perspective, being recognised as a leader in whatever field
requires peer recognition yet such individuals may not
crave followers or be interested in setting an example to
others. It is likely that such leaders will be concerned with
excellence in that activity and will attract followers. The
pursuit of excellence is compatible with a virtue approach
to ethics.
In contrast, leadership of may include setting an exam-
ple to others, motivating them and inspiring them to follow
in pursuit of some set of goals. It involves engagement in a
set of relationships, and will involve responsibilities to, and
for, others. It will be compatible with a deontological
approach to ethics. Leadership for will involve the pursuit
of some organisational or societal goal; it may be con-
cerned with creating a vision of an ethical purpose. If
leadership is about outcomes then it will be compatible
with a consequentialist approach to ethics.
Thus, this article focuses on a number of key questions;
1. Who are ethical leaders and what are their character-
istics; the article examines key definitions of leader-
ship and ethical character and virtues, including
13. integrity and authenticity.
2. How do ethical leaders do what they do; this section of
the article examines how leaders treat others and what
are their relationships with others and in what contexts
do these relationships take place.
3. Why do ethical leaders do what they do, for what
purpose; what is the relationship between leadership
and outcomes, both for individuals and the
organization.
Figure 1 captures the relationship between these three
questions; between who, how and why.
We suggest that the three circles will interlock and will
not necessarily form discrete areas of ethics. For example,
a public official will need to be of good character exhib-
iting, for example, honesty, selflessness and objectivity.
These will be exercised in their relations with patients,
clients or consumers through non-maleficence and benefi-
cence in order to promote justice and the common good
(Beauchamp and Childress 2008; Lawton et al. 2013). We
use these three dimensions to frame our discussion of the
literature and then propose a research framework that maps
14. onto these dimensions.
Who are ethical
leaders and what
are their
characteristics?
How do they
do what they
do?
Why do they
do what they
do?
Fig. 1 The who, how and why of leadership ethics
640 A. Lawton, I. Páez
123
Who are Ethical Leaders and What are Their
Characteristics?
One much-used definition of ethical leadership is the one
offered by Brown and colleagues, which proposes that
ethical leadership is ‘‘the demonstration of normatively
appropriate conduct through personal actions and inter-
15. personal relationships, and the promotion of such conduct
to followers through two-way communication, reinforce-
ment, and decision-making’’ (Brown, Treviño and Harrison
2005, p. 120). Here, ethical leadership involves some
aspect of personal conduct, deemed ethically appropriate,
in decision-making and developing relations with others,
such that these others are inspired to follow. Yet prior to
the question of what do leaders do, is what kind of person
they are. Much of the literature has focused on the use of a
virtues approach. However, we need to know what we
mean by person—is there a difference between an indi-
vidual qua individual and an individual qua position holder,
in an organisation or otherwise? Thus a distinction has
been made between the moral person and the moral man-
ager (Treviño et al. 2000; Brown and Treviño 2006),
raising the question is the good manager necessarily the
good person and vice versa. According to this account the
ethical leader reflects both the moral person in terms of
individual virtues such as honesty and integrity, and the
moral manager in terms of setting an example, communi-
cating ethical standards and so on. We also introduced
earlier the distinction between moral excellence and tech-
16. nical excellence; whereas virtue is bound up in ideas of
morality, offering perspectives that shape the way we live,
competence embodies notions of learned skills and tech-
nical efficiency. Competence highlights action rather than
character, as it is ‘‘built around the fundamental principle
of demonstrating capability’’ (Naquin and Holton 2003
p. 25). However, Machiavelli’s virtù, which has been lar-
gely ignored in the literature (see Macaulay and Lawton
2006), may reconcile the two. Virtù was considered, more
generally, as the skills and excellences of leadership
including military prowess and diplomatic sensitivity and
was not a moral construct as such yet still required right
action. ‘‘Machiavelli’s conflation of virtue and skill argu-
ably fits in more comfortably with notions of managerial
(or leadership) competencies, than the more moral char-
acter traits of virtue theory.’’ (Macaulay and Lawton 2006,
p. 704).
Our discussion of leadership ‘in’ suggests that technical
excellence may not necessarily be ethical in character.
Judging technical excellence, or competency, and the
extent to which it is ethical or not, will depend upon the
practice within which it is found and we discuss this below.
17. At the same time there may be a tension between leader-
ship ‘of’ and leadership ‘for’; if leadership ‘for’ is to ‘make
the trains run on time’ does it matter how this is done?
Thus, our three perspectives on leadership are compatible
with different versions of ethics but do not require ethics.
Virtues
The concept of virtue, derived from Aristotle (1947), has
featured prominently in the discussion of leadership ethics
(Arjoon 2000; Bragues 2006; Cawley et al. 2000; Sarros
et al. 2006). Aristotle identified a number of moral vir-
tues—courage, temperance, pride, good temper, friendli-
ness and truthfulness—that as excellences of character
enabled man (sic) to live the good life. Virtue, both moral
and intellectual, is the means by which we become fully
human because it allows us to achieve our natural end, the
eudaimonic good life. Eudaimonia has been variously
translated as ‘happiness’, ‘bliss’ or ‘well-being’. ‘‘Virtues
are character traits which we need to live humanly flour-
ishingly lives’’ (Oakley and Cocking 2001 p. 18).
Virtues are central to character (Sarros et al. 2006), and
in leadership character is seen as ‘‘moral excellence’’
18. (Hendrix et al. 2004), and can be developed (Peterson and
Seligman 2003, 2004); Mendonca 2001). Typically, such
virtues include humility, courage, integrity, compassion,
humour, passion; and wisdom (Sarros et al. 2006); honesty,
fairness, kindness (London 1999); or altruism (Engelbrecht
et al. 2005); determination, tolerance, enthusiasm and
responsibility (Guillen and Gonzalez 2001; Solomon
1999); love, forgiveness, and trust (Caldwell and Dixon
2010).
Clearly, there is a danger of providing lists of virtues to
pick-and-mix from. However, two virtues that appear
prominently in the literature are integrity and authenticity.
Integrity
Many authors see integrity as fundamental to ethical
leadership (Brown et al. 2005; Engelbrecht et al. 2005;
Parry and Proctor-Thomson 2002; Heres 2010; Huberts
et al. 2007; Keating et al. 2007; Kolthoff et al. 2010; Re-
sick et al. 2006). Brown and Treviño (2006) assert that
subordinates are accustomed to thinking about their leader
in terms of ethics and integrity.
According to Badaracco and Ellsworth (1991), the word
integrity suggests wholeness, coherence, and a sense of
19. moral soundness, in which the core values are honesty and
justice. These authors hold that leaders with integrity will
try to keep consistency and coherence between their beliefs
and the way they act. Integrity is also about demonstrating
exemplary moral behaviour (Brenkert 2004), consistent
with laws and codes (Dobel 1999), and in accordance with
moral principles, norms and values (Fijnaut and Huberts
2002).
Developing a Framework for Ethical Leadership 641
123
Integrity is demonstrated in daily behaviour and recog-
nized as a key factor in ethical leadership behaviour (De
Hoogh and Den Hartog 2008; Den Hartog and De Hoogh
2009). It reflects the coherence of the leader in his/her
behaviours by which he/she obtains credibility. Simons
(2002) defined behavioural integrity as ‘‘the perceived
pattern of alignment between an actor’s words and deeds’’
(p. 19). Behaving with integrity entails the ability to
determine the ethically correct course of action in a given
situation (Keating et al. 2007) and the ability to both
20. determine and engage in morally correct behaviour (Den
Hartog and De Hoogh 2009). Integrity is also considered a
fundamental component of character (Petrick and Quinn
1997), and has been recognized cross-culturally as one of
the pillars of ethical leadership (Resick et al. 2006). A
major research programme, the GLOBE project (Global
Leadership and Organizational Behaviour Effectiveness)
was designed to explore the effects of culture on leader-
ship, organizational effectiveness, economic competitive-
ness of societies, and the human condition of members of
the societies (House et al. 2004), in 62 different societies
during the mid-1990s. The framework for cultural values
was derived from Hofstede’s (1980, 2001) cultural
dimensions viz uncertainty avoidance, power distance,
institutional collectivism, in-group collectivism, gender
egalitarianism, assertiveness, future orientation, perfor-
mance orientation, and humane orientation. Concerning
leadership in general, House and his colleagues found that
charismatic/value-based leadership and integrity attributes
were positively endorsed as contributors of outstanding
leadership by all cultures included in their study (House
et al. 1999).
21. Integrity is also considered as part of the conscien-
tiousness trait of personality in relation to leadership.
According to Hogan et al. (1994), conscientious individuals
have integrity and generate trust. For (Engelbrecht et al.
2005), integrity implies virtue, honesty and sincerity. Pa-
lanski and Yammarino (2007) identify four behavioural
aspects of integrity: integrity as consistency of words and
actions, integrity as consistency in adversity, integrity as
being true to oneself, and integrity as moral/ethical
behaviour. It is interesting to note that it could be argued
that the first three behaviours may not, in fact, require
ethics at all. They also highlight that integrity is expected
to be accompanied by similar virtues such as authenticity,
honesty, trustworthiness, fairness, and compassion; and
moreover, these other virtues may form a boundary con-
dition for integrity. Accordingly, then, integrity involves
wholeness, consistency, coherence and involves acting in
accordance with principles, norms and values, or in
accordance with laws and codes.
Integrity, then, seems to consist of both a character trait
and behaviour; it is both a possession and an action.
22. Authenticity
Authenticity is about knowing oneself and acting trans-
parently in accordance with one’s beliefs and values (May
et al. 2003; Avolio et al. 2004). Self-awareness, self-con-
trol and consistency and coherence in behaviours are key
features of the authentic leader (Avolio and Gardner 2005;
Shamir and Eilam 2005). For Luthans and Avolio (2003),
the authentic leader is confident, hopeful, optimistic,
resilient, moral/ethical, future-oriented, and gives priority
to developing associates to be leaders. The authentic lea-
der is true to him/herself and the exhibited behaviour
positively transforms or develops associates into leaders
themselves (p. 243).
Yet the notion of ‘being true to oneself’ may be prob-
lematic. The idea of the one, and consistent, self is usually
taken for granted and yet, at the same time, the notion of
the self as a series of self-contained multiple selves
sometimes in competition with each other may also obtain
(i.e. we move, occasionally uneasily, between different
roles of, for example, father, spouse, brother etc.). Identity
may be fragmented and multiple, containing contradictory
selves and, within organisations, competing discourses (see
23. Ford 2006).
For (Walumbwa et al. 2008), authentic leadership is
more than being true to oneself, and they developed a
multi-dimensional model of the authentic leadership con-
struct, in which four elements are defined: self-awareness,
relational transparency, internalized moral perspective, and
balanced processing. Their construct built upon previous
definitions of Luthans and Avolio’s (2003), (Gardner et al.
2005) and Ilies et al. (2005), resulting in the following
definition: authentic leadership is a pattern of leader
behaviour that draws upon and promotes both positive
psychological capacities and a positive ethical climate, to
foster greater self-awareness, an internalized moral per-
spective, balanced processing of information, and rela-
tional transparency on the part of leaders working with
followers, fostering positive self-development (p. 94).
Leadership is perceived as relational and the idea of
authenticity transcends the self and, as such, is recog-
nized and legitimated by others. Thus, Shamir and Eilam
(2005) argue that to be an authentic leader it is not
sufficient that the leader has a high sense of self-
24. awareness and consistency, authenticity emerges from the
narrative process in which others play a constitutive role.
Leadership is co-constructed on an ongoing basis (Fair-
hurst and Grant 2010; Grint 2005). This is distinct from
the possibility of self-centred forms of self-fulfilment that
Taylor identified as part of the post-modern malaise
(Taylor 1991).
On these accounts then, both integrity and authenticity
are about doing, not just being.
642 A. Lawton, I. Páez
123
How do Leaders do What They do and How are Their
Relations with Others Constituted?
For MacIntyre (1985) a virtue requires some prior account of
social and moral life and virtue is a complex, historical and
multi-layered concept. Virtue requires a practice, an account of
what constitutes a moral tradition. The paradigm of human
excellencewilldependuponthecontext—thewarrior(Homer),
the Athenian gentleman (Aristotle) or, more recently, the
sportsman or woman, or the entrepreneur. MacIntyre argues
25. that we cannot identify, for example, the Homeric virtues until
we have identified the key social roles in Homeric society.
Therefore our concept of leadership comes after our under-
standing of key roles in our society. For MacIntyre, the virtues
are grounded in human practices and consist of internal goods
such that standards of excellence are appropriate to the practice
of, for example, administration, farming, or medicine. External
goods exist outside, and independently, of that practice and
include fame, money, power, and reputation. Virtues are those
qualities that enable us to achieve internal goods. Not all
practices must be good and it is not always clear what makes up
a practice. Is leadership a practice, is business a practice? These
questions are unresolved (Beadle 2008; Moore 2005 but see
Beabout 2012). MacIntyre also distinguishes between a prac-
tice and an institution and he identifies institutions with the
potential to corrupt this practice. Thus medicine is a practice
and a hospital is an institution, education is a practice and a
university is an institution. ‘Without justice, courage and
truthfulness, practices could not resist the corrupting power of
institutions’ (MacIntyre 1985, p. 194). At the same time the
idea that only those involved in a practice can understand and,
therefore, pass judgment on the practice is contestable (Kieran
26. 1995; Moore 2008).
If we assume, for the moment, that leadership constitutes a
practice, what might be the internal goods of leadership? A
concern with how leaders engage with others has been a major
theme in the literature, focusing on both the nature of rela-
tionships with others and the content of that relationship.
Underpinning such relationships is a focus on responsible
leadership (Freeman et al. 2006; Maak and Pless 2006).
According to Enderle (1987), ‘‘when managers put the
question of ethical responsibility seriously, they become more
sensitive to the voices of those who will be affected by their
decisions’’ (p. 658).
Maak and Pless (2006) propose a relational understanding
of the concept of leadership. They define responsible leader-
ship as the art of building and sustaining relationships with all
relevant stakeholders. Relational leaders are described as the
‘weavers’ and facilitators of trusting stakeholder relations
(Howell and Avolio 1992), who have the capacity to assess
complex situations and problems from the perspectives of
different stakeholder and recognise that these stakeholders
may have diverse and conflicting objectives. Such leaders
balance the relationship dynamics aligning the different val-
27. ues of the various parties in a way that servesthe interest ofall.
A key question is how and where to draw a boundary around
those whom will be affected. The concept of the ‘other’ is
engaging scholars. Knights and O’Leary (2006) argue that
leadership theories tend to be overly focused on the ‘autono-
mous subject of Enlightenment thinking’ and leadership is seen
to be the property of individuals not that of social groups or
institutions, which results in individualistic theories of leader-
ship. These authors build on Levinas work about the ethics of
responsibility,inwhich the notionofthe self isgenerated notby
the self but rather through engagement with the Other, an
engagementthat isdefinedbya sense of responsibility (Levinas
1966). According to Knights and O’Leary, leaders’ ethical
responsibility is in their relations with others.
Similarly, Painter-Morland (2008), for example, argues
that the responsibility to nurture and encourage a relationally
responsive ethical attitude among the members of an orga-
nizationalsystemissharedbyall whoparticipate init.Painter-
Morland holds that leadership is socially construed from
complex interactions between individuals and groups, in
which creating and sustaining relationships of trust is how to
deal with complex organizational systems within dynamic
28. environments. Not only that, but also concepts such as trust
are important insofar as they may enhance the effectiveness of
the organization. High trust may lead to low transaction
costs—ethical business practices are not only important in
themselves as part of exchange relationships but also for
organizational outcomes. Leadership of, and as we argue
below, leadership for, both find expression within an institu-
tion. Institutions may nurture the relationships between the
leader and their followers and not, as MacIntyre has it, corrupt
the practice of leadership.
However, one of the characteristics of ethical leaders is
a concern with how their decisions affect others (Murphy
and Enderle 1995). When managers take this into account,
they became more sensitive of others needs inside and
outside of the organization. In order to make ethical deci-
sions, leaders require the use of ethical concepts and
principles (Dukerich et al. 1990) in their moral judgments.
At the same time is there something distinctive about the
scope, scale and types of decisions that leaders make?
Decisions by leaders may be far-reaching and wide-rang-
ing, non-routine, complex, with high stakes, and require the
29. exercise of judgment and not just the application of rules.
Why do Leaders do What They do and What are
the Outcomes of Leadership?
Much of the literature has focused on the relationship
between leadership and effectiveness in bringing about a
number of outcomes. The main foci have been with:
Developing a Framework for Ethical Leadership 643
123
(i) individual outcomes for employees such as
followers’ voice behaviour (Walumbwa and
Schaubroeck 2009), follower job satisfaction,
commitment and perceptions of ethical climate
(Neubert et al. 2009; Rowold et al. 2009),
subordinate’s job performance (Piccolo et al.
2010).
(ii) individual outcomes concerning the leader them-
selves, such as promotability (Rubin et al. 2010).
(iii) group level outcomes such as organizational
citizenship behaviours -OCBs (Mayer et al.
2009), and group counter-productive work
30. behaviours—CWBs (Detert et al. 2007).
Thus, leaders, acting fairly and with consideration for
others may elicit positive responses in employees’ attitudes
and behaviours (Brown et al. 2005; Brown and Treviño
2006). According to Caldwell and Dixon (2010), leaders
who exhibit love, forgiveness, build relationship with
employees based on trust, and treat them with dignity and
respect, enhance employees’ self-efficacy, as well as,
commitment and loyalty (Cameron et al. 2003) and per-
formance (Cameron et al. 2004).
Kalshoven et al. (2011) build upon the behavioural
perspective of Brown et al. (2005), and developed a new
measure. They suggested, following De Hoogh and Den
Hartog (2008), that ethical leadership is a multi-dimen-
sional construct. That is, it involves different behaviours
that may have different antecedents and outcomes, which
as a whole, describe ethical leadership. Their aim was to
evaluate which types of leader behaviours may be seen as
ethical. Kalshoven (2010) developed the Ethical Leader-
ship at Work (ELW) questionnaire in which seven
dimensions of ethical leadership are developed and tested:
fairness, power sharing, role clarification, people orienta-
31. tion, integrity, ethical guidance, and concern for sustain-
ability. In line with this multi-dimensional construct, she
found different relationships between the various behav-
iours of ethical leadership and outcomes. For example,
fairness and power sharing were positively related to
employees’ organizational citizenship behaviours (OCBs).
In general, she found that ethical leadership is positively
related to leader effectiveness, trust in the leader, employee
effectiveness, OCBs and satisfaction with the leader. Kal-
shoven also tested for the antecedents of ethical leadership
using the Big Five model of factors of personality (McCrae
and John 1992) finding that conscientiousness and agree-
ableness were the most related to ethical leadership. Thus,
ethical leadership can be understood as a more complex
construct involving a broader set of ethical behaviours.
However, outcomes at the organisational and societal
level have been more difficult to identify. The concept of
purpose is crucial to Aristotle’s account, and yet modern
scholars have, we believe, sought to identify virtues in
organizations at the neglect of a discussion of purpose.
Virtue is the means by which we become fully human
32. because it allows us to fulfil our particular human end, the
eudaimonic good life. This concept relates to Aristotle’s
teleological belief that something can only be understood
and fulfilled once it has reached its natural end. There is a
purpose to it. The good life can thus be recognized,
understood and, most importantly, attained. Aristotle’s
virtue theory, therefore, necessarily prioritizes the good
over the right, a distinction that remains crucial to virtue
ethics today (Mangini 2000; Oakley and Cocking 2001).
Macaulay and Lawton (2006) hold that not only is virtue
necessary for good governance, but it is also political in a
broader sense, as it cannot be cultivated or practiced out-
side of the polis. Man can only achieve eudaimonia inside
the polis because it is only this particular form of associ-
ation that facilitates the development of his human self.
There have, however, been a limited number of attempts
to link virtue to organisational purpose. Arjoon (2000),
Bragues (2006), and Flynn (2008) offer frameworks to
understand business and leadership ethics from the point of
view of virtue ethics. According to Bragues (2006), the
greatest ethical imperative for business (from an Aristote-
lian point of view) is to give individuals opportunities to
33. participate in the management of the organisation and to
contemplate wider implications. ‘‘Affording individuals
chances to apply their leadership skills and engage in
philosophic reflection constitutes the most important mis-
sion of Aristotelian business ethics’’ (Bragues 2006, p.355).
Arjoon (2000) developed a meta-theory of business based
on virtue theory which links the concept of virtues, the
common good, and the economy into a unifying and
comprehensive theory of business. According to Arjoon,
leadership falls into the realm of ethics where true lead-
ership is ethical leadership. Arjoon holds that true leaders
should have a clear vision of the common good and the
means to promote it, and that leaders are supposed to lead
people to attain some goal or objective, and this objective,
from a virtue theory perspective, must be the common
good. Finally, Flynn (2008) argues that leadership is
placing business at the service of society. Flynn proposes
that leaders should recognise the psychological, social and
spiritual values, and associated needs, of individual work-
ers and their families, in which the character of the leader is
essential. Clearly, the problem with such views is their
normative character, and it raises a whole host of questions
34. concerning the extent to which individuals seek purpose
from their work places.
The notion of ethical stewardship has been used in this
context. Ethical stewardship is described as an ‘‘ethically
superior governance model that creates long-term organi-
zational wealth by generating increased employee
644 A. Lawton, I. Páez
123
commitment’’ (Caldwell 2009, p. 161). According to
Caldwell and colleagues, leaders engender commitment
when they build trust and ensure the welfare, growth, and
‘wholeness’ of all stakeholders (Caldwell et al. 2002).
However, we concur with Kempster et al. (2011) that
there has been too little discussion of the relationship
between leadership and organizational purpose. From an
ethical point of view, the focus on the individual agent, and
his or her actions, is appropriate. To examine the ethics of
the organization is more problematic if ethics is to be found
in the processes, and the relationships, through which the
organization achieves its goals. Morality may be said to
35. establish the conditions, not the goals, of conduct.
Discussion
We recognise, with other scholars, that there have been
neglected areas of ethical leadership research; in particular,
research on antecedents (Kalshoven et al. 2011; Eisenbeiß
and Giessner 2012), purpose (Kempster et al. 2011) or
indeed, ethical theory itself (Ciulla 2005; Rost, 1995).
Different approaches have been taken to the study of eth-
ical leadership and in so doing have raised a number of
fundamental issues. The development of measures to
explore the ethical behaviour of leaders and the subsequent
use of these measures has led to some interesting findings.
Thus, some studies have endorsed the idea that certain
dimensions of ethical leadership are cross-culturally
endorsed (Resick et al. 2011; Den Hartog et al. 1999).
Other studies have found divergence based on the indivi-
dualist-collectivist dimension (Keating et al. 2007; Martin
et al. 2009). Some authors take a non-Western approach to
study the ethical dimension of leadership, for example,
Kemavuthanon and Duberley (2009) who use a Buddhist
view of leadership in a case study in Thailand or Prince
36. (2005) examining Taoism and leadership. Other scholars
have offered an integrated, holistic approach (Eisenbeiss
2012). Drawing on different religious and ethical traditions
Eisenbeiss (2012) identifies 4 ethical orientations for
leadership; 1) humane orientation, 2) justice orientation, 3)
responsibility and sustainability orientation, and 4) mod-
eration orientation.
However, the question of the universalizability of ethics
is not new and raises key questions concerning the foun-
dation and source of ethical beliefs, values and justifica-
tions of ethical behaviour. Thus studies have moved
beyond a focus on individual attributes and have intro-
duced cultural, political and social norms. This resonates
with our earlier discussion of the relationships between
virtue, the practice and the norms of particular societies.
However, we need to separate questions of fact and value.
Cross-cultural studies demonstrate the existence of
common ethical attributes and also differences; this is not
the same as endorsing a particular set of values. Dworkin
(2012) argues for the unity of value but he distinguishes
between moral judgments within a system of values (first-
37. order or substantive) and judgments about a system of
values (second-order or meta). We need to be clear about
the kinds of claims that are being made, empirical or
normative, and the extent to which ‘living well’ can be
found within organizational life as those who seek to link
virtue to purpose seek to demonstrate. Can individual
purpose be identified with organizational purpose in much
the same way as individual purpose was embedded within
the Athenian polis?
Clearly, there have been a range of different approaches
adopted and it is difficult to get a sense of research into
ethical leadership as a coherent body of study. We suggest
the following framework, Fig. 2, to draw together the dif-
ferent dimensions to ethical leadership. These dimensions
interlock in terms of the who, why and how of leadership.
Authentic leaders act with integrity through their rela-
tionships with others to achieve ethical outcomes. Ethical
outcomes require virtuous leaders who engage with others
responsibly and build trust.
We argue that a discussion of the virtues cannot be
separated from the context within which they are practised.
We also suggest that the exercise of different virtues will
38. be appropriate to the different roles that leaders play. For
example, the creation of a vision and purpose may require
courage and moral imagination; ethical decision-making,
as part of a practice, may require judgement, competence
and prudence; inspiring others may require honesty,
transparency and providing a moral exemplar. In this sense
virtues cannot be separate from practices and purposes. Our
holistic approach to ethical leadership might best be
understood in terms of distinct types of activities where the
interplay of virtues, practices and purposes will lead to
different forms of ethical leadership. This could, for
example, be found in sectoral differences; the professional
Practices
VirtuesPurposes
Fig. 2 Research framework
Developing a Framework for Ethical Leadership 645
123
practices of public officials, not to break the law, to act on
behalf of the public, to treat citizens equitably and impar-
tially, and so on, will require different ethical consider-
39. ations, particularly in terms of purpose. Context will have a
bearing on vision — e.g. public officials both elected and
appointed subscribe to the notion of acting in the public
interest, and will have a view of what that actually means.
The justification for their actions may be different than for
those in other sectors. We need more on the nature of
explanation and justification. Thus ethnographic research
might ask ‘Why did you act in the way that you did and
what reasons can you give for acting in such a way? Or
‘Why did you make the decisions that you did’? In her
study comparing the understanding of ethical leadership
between public and private organizations in The Nether-
lands, Heres (2010) found both similarities and differences.
Concerning similarities, she found that in general, man-
agers of both type of organizations view ethical leadership
as grounded in the person of the ethical leader. That is,
ethical leadership is highly associated with the ‘moral
person’. The traits in which there seem to be a general
agreement are authenticity, openness, and moral courage.
She found differences in ethical leaders’ traits in a pref-
erence for altruism and concern for the common good in
40. public sector managers, and for honesty in private sector
managers.
A virtues approach has much to commend it, particu-
larly if it is drawn more widely than Aristotelian virtues.
Whilst virtues may focus on the individual they will be
found in organizational practices that provide a context. At
the same time, they will be shaped by the wider purpose of
the organisation. Thus, practical wisdom is needed in or-
ganisations that link particular activities to organisational
ends and the good life (Beabout 2012).
Conclusions
A number of authors have argued for more ethical theory
(Ciulla 2005; Rost 1995). A different issue is to what extent
are their limits to the scope of ethics (Coady 2008). Why
should it be applied to everything as though it is an
umbrella that covers all our activities? Do we stop and
think of ethics in our day-to-day activities e.g. going
shopping, playing sport, playing chess etc. Coady (2008)
makes the distinction between morality and moralism,
which he considers a vice, which includes judging others in
the light of the moralizer’s own considerations. We have
41. argued that leadership can be examined from an ethical
perspective and that different dimensions of leadership are
compatible with different approaches to ethics.
We asked a number of questions in our Introduction and
we turn to our responses to these questions.
Question 1: What do Leaders do and What are Their
Characteristics?
Clearly there is a wealth of research in response to this
question, and a measure of disagreement. We pointed to the
notion that leadership is concerned with a vision, with
imagining some future state, and from an ethical point of
view this involves some notion of the good life. Rather
than this idealist approach we may take a more pragmatic
view and consider more modest ambitions i.e. in health
organizations this might be ‘do no harm’, in other orga-
nizations it might be ensuring that all employees are treated
with dignity, respect and justice. From these more humble
ambitions might flow the achievement of ‘grander’
ambitions.
We might also consider further the extent to which
leadership is, in MacInytre’s terms, a practice. We cannot
42. fulfil ourselves through having merely instrumental rela-
tionships. The implications is that leadership has its own
intrinsic rewards irrespective of consequences and these
rewards might be, for example, the sense of playing a part
in the development of others – the professor who sees the
development of their former Research Assistant into a
professor in their own right. If leadership constitutes such a
practice then it may be corrupted by an institution. Our
framework allows for external goods that might consist of,
for example, the public interest, which actually provides a
context for the practice rather than corrupting it.
Question 2: How do They do What They do?
What can leaders be held responsible for? One argument is
that the capacity to take responsibility when and where
needed should be nurtured throughout the organization
irrespective of the existence of a formal organizational
hierarchy. Yet we need to know more about what kinds of
decisions do individuals within organizations and at dif-
ferent levels make? We need more research on the links
between leadership and ethical decision-making (O’Fallon
and Butterfield 2005; Tenbrunsel and Smith-Crowe 2008;
Treviño et al. 2006).
43. At the same time, discretion requires judgement and
thus an element of leadership where individuals assess,
decide and act in ways that are not predetermined by rules
and regulations but require initiative and responsibility is
important.
Question 3: For What Purpose do They do it?
When assessing the impact of ethical leadership, as distinct
from leadership per se, then we might consider, for
example, personal freedom, human dignity, social har-
mony, or environmental sustainability as indicators of
646 A. Lawton, I. Páez
123
impact? At present the effectiveness of leaders is deter-
mined by organisational factors rather than ethical factors,
notwithstanding the fact that the concept of ethical per-
formance is extremely tricky. At the same time whilst we
might expect our public sector organizations to promote
and pursue an ethical agenda is it enough that businesses
are comply with that agenda? We concur with Mumford
44. (2011, p. 5) that ‘‘…we need a better taxonomy of the key
outcomes associated with leadership.’’
Acknowledgments We would like to thank the anonymous
reviewers of this article who provided comprehensive and
thought-
provoking feedback on earlier versions of the paper.
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Developing a Framework for Ethical Leadership 649
59. 123
Reproduced with permission of the copyright owner. Further
reproduction prohibited without
permission.
Turning Inward or Focusing Out? Navigating Theories
of Interpersonal and Ethical Cognitions to Understand Ethical
Decision-Making
Lumina S. Albert • Scott J. Reynolds •
Bulent Turan
Received: 6 February 2014 / Accepted: 21 May 2014 / Published
online: 14 June 2014
! Springer Science+Business Media Dordrecht 2014
Abstract The literature on ethical decision-making is
rooted in a cognitive perspective that emphasizes the role
of moral judgment. Recent research in interpersonal
dynamics, however, has suggested that ethics revolves
around an individual’s perceptions and views of others. We
draw from both literatures to propose and empirically
examine a contingent model. We theorize that whether the
60. individual relies on cognitions about the ethical issue or
perceptions of others depends on the level of social con-
sensus surrounding the issue. We test our hypotheses in
three studies. Results suggest that not only does social
consensus determine whether an individual relies on ethical
cognitions about the issue or perceptions of others, but also
that an individual’s view of self is an important moderator
in these relationships. We conclude by considering impli-
cations of this research for theory and practice.
Keywords Ethical judgment ! Interpersonal
relationships ! Ethical decision-making ! Ethical behavior !
View of others ! View of self
Introduction
Corporate scandals, such as exaggerating revenue, paying
bribes, facilitating corrupt officials, and mishandling confi-
dential business information, have generated world-wide
interest in unethical behavior (Treviño et al. 2006). Although
many entities, including the United States Securities and
Exchange Commission and the United States Senate, have
exerted pressure on corporations to improve employee
behavior (Pulliam et al. 2010; Thiel et al. 2012), employees
continue to report that they feel pressure to compromise
61. standards and are experiencing retaliation when they report
misconduct by managers or organizational representatives
(National Business Ethics Survey 2011). Also troublesome
are recent national reports of misconduct by retail customers.
For instance, retailers estimated that holiday return fraud (in
the form of return of stolen merchandise and fraudulent pur-
chases) cost them $3.4 billion (National Retail Survey 2013).
These events highlight the importance of understanding the
determinants and dynamics of ethical decision-making across
both organizational (e.g., Butterfield et al. 2000) and con-
sumer contexts (e.g., Vitell & Muncy 2005; Vitell et al. 2001).
Behavioral ethics researchers have studied direct rela-
tionships between ethical behavior and a variety of ante-
cedent conditions. Some have focused on individual
differences in demographics, personality, and cognitive
ethical development (Treviño et al. 2006). However, a
significant amount of the literature in both organizational
and marketing ethics assumes that decision makers follow
a cognitive and rational approach that revolves around
moral judgments about the issue (e.g., Kohlberg 1981; Rest
1986; Reynolds 2006b; Vitell et al. 1991, 2001; Weber
62. 1990). This substantial trend notwithstanding, some
scholars have suggested that the cognitive approach fails to
fully explain ethical behavior, and have therefore either
L. S. Albert (&)
College of Business, Colorado State University, Fort Collins,
CO 80523-1275, USA
e-mail: [email protected]
S. J. Reynolds
Foster School of Business, University of Washington, Seattle,
WA 98195, USA
e-mail: [email protected]
B. Turan
Department of Psychology, University of Alabama,
Birmingham, AL 35294, USA
e-mail: [email protected]
123
J Bus Ethics (2015) 130:467–484
DOI 10.1007/s10551-014-2236-2
called for or suggested alternative approaches (e.g., Cohen
2010; Haidt 2001; Hannah et al. 2011; Reynolds 2006b;
Vitell et al. 2013; Weaver et al. 2014). In this vein, several
researchers have argued that a central aspect of ethics is a
‘‘consideration of others’’ (e.g., Brass et al. 1998). These
authors emphasize that interpersonal relationships play an
influential role in explaining individual ethical decision-
63. making (e.g., attachment theory: Albert and Horowitz
2009; social relationships: Bowler and Brass 2006; Brass
et al. 1998; interpersonal dominance: Son Hing et al.
2007). Indeed, research has indicated that one’s percep-
tions of others and intimacy of relationships with others
may be related positively to ethical behavior in specific
relationships (e.g., Brass et al. 1998; Venkataramani and
Dalal 2007; Vetlesen 1994). Additionally, several scholars
have also demonstrated that a lack of consideration for
others elicits unethical behavior, especially if these
behaviors help advance the self-interests of the decision-
maker (Duckitt 2001; Son Hing et al. 2007).
Despite a significant amount of research indicating the
value of cognitive analyses and interpersonal constructs in
explaining ethical behavior, no research has considered
these ideas concurrently. Accordingly, we argue that both
interpersonal and cognitive factors are critical yet contin-
gent factors in the individual ethical decision making
process. Specifically, we propose that whether individuals
rely on cognitive judgments or interpersonal factors
depends on the level of social consensus regarding the
moral issue—the degree of social agreement that the pro-
64. posed act is good or evil or right or wrong (Jones 1991).
Our results provide evidence that an integrated approach
involving both interpersonal and cognitive principles is not
only justified, but also provides a much more comprehen-
sive explanation of ethical behavior. This research thus
contributes to the literature by extending our understanding
of the cognitive and interpersonal aspects of ethical deci-
sion-making and by highlighting how the nature of the
moral issue can shape individual responses to ethical
situations.
Two Approaches to Ethical Behavior
The Cognitive Approach
Philosophers have studied ethical behavior for centuries,
and most have framed it as a cognitive exercise (Honderich
1995). This long-standing tradition is reflected in the ear-
liest and most widely-regarded theories explaining the
psychology of ethics (Hunt and Vitell 1986; Rest 1986).
For example, Rest’s (1986) four-component model claims
that ethical decision making first begins with ethical
awareness, an acknowledgment that the issue contains
ethical content. Once this recognition has been made, the
65. individual then makes a judgment about the issue at hand,
establishes an intention to behave ethically, and finally
engages in ethical behavior.
Ethical judgment, considered by many to be the most
critical element in the ethical decision making process
(Kohlberg 1981), has been researched quite thoroughly
(Goolsby and Hunt 1992; Greenberg 2002; Hunt and Vitell
1986; Hunt 1993; Vitell et al. 2001). Two of the most
foundational constructs of the ethical judgment literature
are consequentialism and formalism (Brady and Wheeler
1996). Per Reynolds (2006a), consequentialism is teleo-
logical or ends-based ethical decision making. It empha-
sizes the ‘‘end’’ or the outcome of an act and contends that
the ethical act is that which optimizes or creates the
greatest good or benefit. In contrast, formalism represents
deontological or obligation-based approaches to ethical
decision making. It emphasizes the ‘‘means’’—normative
patterns of behavior and other formal standards as deter-
minants of what is ethical (Brady and Wheeler 1996;
Honderich 1995; Hunt and Vitell 1986; Hunt 1993).
Together these two constructs capture the most funda-
mental of concerns in ethical decision-making, and as a
66. result, they have been used in numerous settings to explain
a variety of ethical phenomena ranging from perceptions of
justice (Schminke et al. 1997), consumer ethical decisions
(Vitell et al. 2001) and moral awareness (Reynolds 2006a)
to ethical behaviors such as honesty and cheating (Brady
and Wheeler 1996; Reynolds and Ceranic 2007). While
consequentialism and formalism explain a great deal about
ethical decision-making, several scholars have suggested
that an interpersonal approach also has much to add.
An Interpersonal Approach
Research has established that individuals have generalized
stances toward relationships and ‘‘others’’ that are often
spontaneous and unacknowledged (Pietromonaco and
Barrett 2000). As Kahn and Kram (1994) suggest, these
stances are internalized models developed in childhood that
individuals typically carry into adulthood, and which
influence behaviors across interpersonal situations.
According to Bowlby (1969, 1973), individuals develop
these internalized working models based on repeated
interactions with early significant figures that subsequently
serve as cognitive maps for navigating relationships
67. throughout one’s lifespan. Bowlby posited that these
working models are comprised of two complementary yet
distinct cognitive dimensions: a generalized ‘‘view of
others’’ and an internalized ‘‘view of self’’ (Albert and
Horowitz 2009; Bartholomew and Horowitz 1991; Dizen
and Berenbaum 2011; Kobak and Sceery 1988). While
468 L. S. Albert et al.
123
one’s view of others is formed based on expectations about
the availability and responsiveness of the attachment fig-
ure, one’s model of self reflects stabilized beliefs about the
acceptability and worth of the self. These working models
are thought to be malleable during early development but
once consolidated; they stabilize and influence one’s
behaviors through one’s lifetime (e.g., Kobak and Sceery
1988; Sroufe and Waters 1977).
As ethical behaviors often occur in social contexts
characterized by interpersonal dynamics (Albert and
Horowitz 2009; Brass et al. 1998; Son Hing et al. 2007), it
seems clear that these working models inform and shape
68. these behaviors. In fact, research in psychology has
established that an individual’s perception of others is one
of the most important determinants of warm and agreeable
behavior (Albert and Moskowitz 2014; Dizen and Beren-
baum 2011; Locke 2009; Mayer et al. 1995; Moskowitz
2010; Wood et al. 2010). Interpersonal theorists assert that
social perceptions will influence how individuals behave in
social situations (Albert and Moskowitz 2014; Horowitz
et al. 1997; Kiesler 1996; Moskowitz 2010). Individuals
who have a tendency to perceive others as hostile, quar-
relsome and unfair prepare to respond in hostile, unfair and
threatening ways themselves (e.g., Albert and Moskowitz
2014; Dodge and Crick 1990; Raine 2008). Likewise,
individuals who perceive others as friendly, compassionate,
agreeable and caring, respond with complementary positive
behaviors (Graziano et al. 2007; Graziano and Tobin
2002).
Baldwin (1992, 1995) suggested that an individual’s
views of others work in combination with his/her view of
self to determine how the individual interprets and
responds to interpersonal information, and that these con-
clusions then guide their behavior. Therefore, we suggest
69. that an interpersonal approach encompassing views of
others (and of the self) is not only justified, but also will
provide unique and valuable information on the interper-
sonal dynamics of ethical behavior. In the following sec-
tion, we theorize about how these factors act directly and in
combination with ethical judgments to shape ethical deci-
sion-making. In short, we suggest that the effects of these
factors depend on the level of social consensus regarding
the issue being considered (Jones 1991).
An Integrated Model Based on Social Consensus
Jones (1991) developed an issue-contingent model of eth-
ical decision-making in which he proposed that issues vary
in their moral intensity (the extent to which the issue
involves moral content). According to Jones, moral inten-
sity is comprised of six characteristics: magnitude of harm,
temporal immediacy, probability of effects, concentration
of effects, proximity, and social consensus. Social con-
sensus is ‘‘the degree of social agreement that a proposed
act is evil (or good)’’ (Jones 1991, p. 375); it ‘‘indicates the
extent to which there is a general concurrence within
society about the moral status of the issue’’ (Reynolds and
70. Ceranic 2007, p. 1611). Subsequent research has empiri-
cally demonstrated that social consensus is one of the most
important factors in determining an issue’s moral intensity
(Frey 2000).
When social consensus is high, a clear and shared
understanding of what constitutes ethical behavior is
apparent. We suggest that under such situations, the
individual does not need to rely on personal judgments
of ethicality (i.e., consequentialistic and formalistic
analyses of the issue) to determine what is moral.
Instead, the widely-accepted social standard regarding
the issue (i.e., social consensus) spontaneously informs
the individual regarding the ethical nature of the issue
(e.g., ‘‘charitable behavior is good behavior’’). High
social consensus does not, however, guarantee that the
individual will be motivated to perform that ethical
action. The individual must be motivated to act upon
that social consensus. Scholars have suggested that
individuals are motivated to engage in behaviors such as
making donations to charity, recycling bottles or donat-
ing food, because of their favorable views and feelings
about others (Silk 2006). As mentioned, interpersonal
71. research has established that an individual’s perception
of others is one of the most important determinants of
social behavior (Albert and Moskowitz 2014; Dizen and
Berenbaum 2011; Horowitz et al. 1997; Locke 2009).
Therefore, we expect that behavior in situations of high
social consensus will depend on the individual’s view of
others. If the individual perceives others positively, then
the individual is likely to respond with complementary
positive behaviors. Most importantly, such individuals
would have motivations to operate in a manner consis-
tent with larger social expectations expressed in the
social consensus factor. Thus, we propose the following:
Hypothesis 1a When social consensus regarding the
ethical issue is high, one’s view of others will positively
influence ethical behavior.
The literature on interpersonal relationships argues that
not only is the individual’s view of others important in
predicting interpersonal behavior, but also that the individ-
ual’s view of self affects behavior. The literature on self-
views and ethical behavior, however, reveals inconsistent
findings regarding their relationship. Conventional wisdom
72. regards low self-esteem as an important cause of violence
and unethical behavior (e.g., Long 1990; Oates and Forrest
1985; Wiehe 1991), but a substantial body of research
demonstrates that high self-esteem is closely associated with
Turning Inward or Focusing Out? 469
123
violence and unethical behavior (e.g., Baumeister et al.
1996; Bradshaw and Hazan 2006). Indeed, Baumeister et al.
(1996) argued that the typical self-defining statements of
perpetrators of violence and other harmful acts indicated
expressions of superiority and capability. These inconsis-
tencies indicate that the relationship between view of self
and ethical behavior is not as simple and linear as previously
theorized. Thus, we do not necessarily expect view of self to
have a direct effect on ethical behavior. Nevertheless, a
favorable self-image implies self-confidence to hold firmly
and unwaveringly to one’s beliefs and values. Individuals
with high self-views have been consistently shown to have a
greater capacity for self-regulation, persistence in their
beliefs and expressing behavior that is consistent with their
73. personal convictions than individuals with low self-esteem
(e.g., Crocker and Major 1989; Leary and Tangney 2003;
McFarlin et al. 1984). This favorable self-view should also
reinforce the individual’s ability to engage in behaviors that
are consistent with his or her interpersonal convictions.
Thus, we propose a moderating effect such that the more
favorable the individual’s view of self, the stronger the
relationship between the individual’s view of others and
ethical behavior.
Hypothesis 1b When social consensus regarding the
ethical issue is high, view of self will moderate the rela-
tionship between view of others and ethical behavior such
that a favorable self-image will enhance the positive rela-
tionship between view of others and ethical behavior.
Of course, social consensus is not always high. By defi-
nition, when social consensus is low, widespread disagree-
ment about the ethical course of action exists and therefore
the ethical status of the behavior isnot obvious. In these kinds
of situations, often referred to as ethical dilemmas (Weber
1990), the individual cannot rely on a widely-held opinion
about the matter. Instead, the individual must generate his or
her own cognitive conclusions to arrive at a moral decision.
74. In other words, the individual is more inclined, perhaps even
required, to rely on his or her consequentialistic and/or for-
malistic analyses about the ethical issue. Thus, we argue that
when social consensus regarding an issue is low, conse-
quentialism and formalism will exert direct main effects on
ethical behavior and that view of others will have no sig-
nificant impact on ethical behavior. Specifically, we expect
that when social consensus is low, consequentialism will be
associated with outcome-oriented behaviors: behaviors that
most effectively generate positive outcomes for those
involved, even if those behaviors violate well-established
rules of conduct. In contrast, we expect that when social
consensus is low, formalism will be most closely associated
with means-based behaviors: behaviors that demonstrate
adherence with moral rules, values and forms of ethical
conduct, even if the actions do not involve positive outcomes
for those involved or if those behaviors generate generally or
personally negative outcomes. These arguments are sum-
marized as follows:
Hypothesis 2a When social consensus regarding the
ethical issue is low, consequentialism will be positively
associated with more outcome-oriented ethical behaviors.
75. Hypothesis 2b When social consensus regarding the
ethical issue is low, formalism will be positively associated
with more means-based ethical behaviors.
Though we have argued that view of others will not have
an effect on ethical behavior when social consensus is low,
theory and empirical evidence suggest that an individual’s
view of self still plays an important role in this process.
Previous research has documented that individuals often
fail to see an ethical judgment through to ethical behavior
(Reynolds and Ceranic 2007), but a favorable self-image
implies self-confidence to hold on firmly to ethical judg-
ments even in the face of external resistance. Thus, we
suggest that as an individual’s view of self becomes more
positive, the likelihood that he/she will engage in behavior
consistent with his or her ethical judgment will also
increase. These arguments are summarized below, and all
of our hypotheses are illustrated in Figs. 1 and 2:
Hypothesis 2c When social consensus regarding the
ethical behavior is low, view of self will moderate the
relationship between consequentialism and ethical behav-
ior such that a favorable self image will enhance the
76. positive relationship between consequentialism and out-
come-oriented ethical behavior.
Consequentialism
Formalism
View of Others
View of Self
Ethical Behavior
Fig. 1 The influence of cognitive and interpersonal factors on
ethical
behavior when social consensus is high
470 L. S. Albert et al.
123
Hypothesis 2d When social consensus regarding the
ethical behavior is low, view of self will moderate the
relationship between formalism and ethical behavior such
that a favorable self-image will enhance the positive rela-
tionship between formalism and means-based ethical
behavior.
In the following section, we report three studies that
tested these hypotheses. In the first study, we used multiple
77. measures of ethical behavior to repeatedly explore the
effects of social consensus, view of others, view of self,
consequentialism, and formalism on ethical behavior. In
the second study, we extended the generalizability of these
results by testing our hypotheses with a consumer measure
of ethical behavior and a different sample. In the third
study, we used a within-subjects design to test these
effects.
Study 1: Method
Sample and Procedure
The sample for the study consisted of 430 individuals
holding managerial positions in different organizations on
the West Coast of the United States. The participants
were recruited from an email list of individuals interested
in receiving online survey announcements maintained by
the work-life office and the school of business of a large
university. With the help of list administrators, we sent a
recruitment email to the group of managers inviting them
to participate anonymously. After participants confirmed
their interest in participating, they received the self-
administered questionnaire package in the mail. Of the
78. 430 employees who received the package, 383 completed
and returned the questionnaires. Of these, 26 question-
naires were excluded from the analyses due to significant
levels of incomplete data or unclear responses. Of the 357
participants in the final sample (83 %), 160 were women
and 197 were men. Sixty two percent (221) indicated that
they were Caucasian, 15 % (54) indicated that they were
Asian, 10 % (36) indicated they were African-American,
and 13 % (46) indicated other ethnicities. Most of the
respondents (56 %) were between 31 and 50 years old,
33 % were younger than 30 years old and 11 % were
more than 50 years old. Each of the participants received
a $5 gift certificate from a retailer for participating in the
study.
Measures
Ethical Behaviors of High and Low Social Consensus
In their review, Treviño et al. (2006) recognized that the
literature has conceptualized ethical behavior in multiple
ways. Generally speaking, some measures of ethical
behavior focus on the individual’s meeting or failing to
meet minimal ethical standards (e.g., stealing, being hon-
79. est), whereas others have focused on behaviors that exceed
ethical minimums (e.g., charitable giving). In an effort to
capture this variance of social consensus and to provide the
most rigorous tests of our hypotheses, we utilized five
distinct measures of ethical behavior.
To begin, we focused on charitable giving as a measure
of ethical behavior high in social consensus (Reynolds and
Ceranic 2007). We measured charitable giving with three
items. Participants responded on a four-point scale
(1 = never, 4 = many times) to indicate how often they
had volunteered for a good cause (homeless shelters),
donated non-money items (clothes, food, etc.), and donated
money to a charity. The reliability for the three items was
.84.
As a second measure of ethical behavior high in social
consensus, we utilized a segment of Newstrom and Ruch’s
(1975) scale of workplace behaviors. The widely-used
measure (e.g., Ferrell and Weaver 1978; Kidwell et al.
1987; Peterson 2002; Treviño et al. 1998; Weaver and
Treviño 1999) asks respondents to indicate on a Likert type
scale (1 = never, 7 = frequently) the extent to which they
have engaged in 17 different behaviors. Previous research
80. has consistently demonstrated that four of these items load
on a factor representing behaviors perceived to be overt
unethical behaviors (high social consensus) in which
Consequentialism
Formalism
View of Others
View of Self
Ethical Behavior
Fig. 2 The influence of cognitive and interpersonal factors on
ethical
behavior when social consensus is low
When social consensus is low, what constitutes ethical behavior
is
unclear. In this case, we are arguing that when social consensus
is
low, consequentialism will be associated with more outcome-
oriented
forms of ethical behavior and formalism will be associated with
more
means-based forms of ethical behavior
Turning Inward or Focusing Out? 471
123
managers are least likely to engage (Ferrell and Weaver
81. 1978; George et al. 1999; McCabe et al. 2006). These four
behaviors are: (a) Passing blame for errors to an innocent
co-worker, (b) Claiming credit for someone else’s work,
(c) Falsifying time/quality/quantity reports, (d) Padding an
expense account of more than 10 %. To confirm the
reported findings, we conducted principal component
analysis with varimax rotation. Our analysis revealed two
distinct factors: the first consisted of the four items men-
tioned above (eigenvalue = 2.60, 15.29 % of the variance;
a = .82) and the second consisted of the remaining thirteen
items (eigenvalue = 8.66, 50.95 % of the variance;
a = .95). We used the four behaviors to measure unethical
behaviors of high social consensus.
As final measures of high social consensus ethical
behaviors, we developed two vignettes. The vignettes
described a decision-making situation related to an ethical
issue and were listed with a series of other business-related
vignettes. The first focused on a situation of claiming
credit for a colleague’s work and the second focused on
illegal bribery. For each vignette, four alternative respon-
ses were provided that ranged from what was determined
to be the most unethical to the most ethical choice. The
82. single-response format reduced competing preferences to a
single scalable behavior. We recognize that vignettes such
as these elicit intentions to behave and are less desirable
than direct measures of behavior. Nevertheless, as Weber
(1990) has noted, vignettes provide a valuable complement
to more direct behavioral measures. We computed the
mean value of the responses to the two vignettes (a = .72),
and utilized this measure to provide a more complete test
of our hypotheses.
We employed two measures of ethical behavior low in
social consensus. The first was comprised of the 13
remaining items from Newstrom and Ruch’s (1975) scale.
These 13 items reflected less egregious workplace behav-
iors such as ‘‘Calling in sick to take a day off’’ and ‘‘Using
company services for personal needs’’. In each case, the
items describe behaviors that involve achieving personal
short-term gain while violating both formal and informal
rules of conduct. Thus, we considered Newstrom and
Ruch’s measures of unethical (and ethical) behavior to be
proxy measures of outcome-oriented (and means-based)
behaviors. While we recognize that alternative conse-
quentialistic (and formalistic) analyses could lead to
83. opposite conclusions, we consider such interpretations to
be far less common and therefore inferior representations
of these constructs.
As a second measure of an ethical behavior low in social
consensus, we included a vignette developed by Reynolds
and Ceranic (2007), patterned after vignettes used in prior
research on consequentialism and formalism (e.g., Brady
and Wheeler 1996; Fritzsche and Becker 1984). It involved
a situation where the manager faces an ethical dilemma
regarding giving an intern a day off, and had four alter-
native responses that represented a continuum of behaviors
ranging from a highly outcome-oriented option to a highly
means-based option. The presentation of the dependent
variable measures was randomized.
To test the validity of our claims about the social con-
sensus levels of these dependent variables, we used a
separate sample of 103 managers working in the informa-
tion technology industry (age: M = 45, SD = 10.5; tenure:
M = 11 years, SD = 10.5, 43 % male). They were pre-
sented the three charitable behaviors, the behaviors from
Newstrom and Ruch’s (1975) scale, and the three vignettes
described earlier. Items asked to what extent they believed