Describes a 3-dimensional framework that structures 1200 relevant terms found in a review of the social science literature. Includes a process for prioritizing social context criteria.
Categorizes the organizational social context into six criteria: organizational culture, controlling culture, enabling culture, culture change, employee practices, and cultural leadership. Provides attributes, indicators, and manageability for each criteria
Categorizes 190 terms found in the social science literature into five group social context criteria: positive and negative dynamics, formal and informal structure, and social networks.
Organizes 300 terms related to individual social context found in the literature into seven criteria: psychological, competence, reasoning, participation, relationships, self interest, and emotional intelligence. Lists attributes, indicators and management actions for each criteria.
Categorizes the organizational social context into six criteria: organizational culture, controlling culture, enabling culture, culture change, employee practices, and cultural leadership. Provides attributes, indicators, and manageability for each criteria
Categorizes 190 terms found in the social science literature into five group social context criteria: positive and negative dynamics, formal and informal structure, and social networks.
Organizes 300 terms related to individual social context found in the literature into seven criteria: psychological, competence, reasoning, participation, relationships, self interest, and emotional intelligence. Lists attributes, indicators and management actions for each criteria.
Salience and code of ethics savannah presentationTodd Thomas
Presentation presented to the Fraud and Forensic Accounting Education Conference in Savannah, GA 2012. Looks at the issue of group identity in the effectiveness of corporate Codes of Ethics
Moral courage is the strength to use ethical principles to do what one believes is right even though the result may not be to everyone’s liking or could occasion personal loss. In organizations, some of the hardest decisions have ethical stakes: it is everyday moral courage that sets an organization and its members apart.
MANAGEMENT AND ORGANIZATION, GROUP FORMATION, ORGANIZATIONAL BEHAVIOUR, GROUPS, KINDS OF GROUPS, GROUP VS TEAM, REASONS OF GROUPS FORMATION, IMPORTANT CHARACTERISTICS OF INDIVIDUALS IN A GROUP, STAGES OF GROUP FORMATION, PURPOSE AND STRUCTURE OF THE GROUP, ORGANISATIONAL BEHAVIOR
Salience and code of ethics savannah presentationTodd Thomas
Presentation presented to the Fraud and Forensic Accounting Education Conference in Savannah, GA 2012. Looks at the issue of group identity in the effectiveness of corporate Codes of Ethics
Moral courage is the strength to use ethical principles to do what one believes is right even though the result may not be to everyone’s liking or could occasion personal loss. In organizations, some of the hardest decisions have ethical stakes: it is everyday moral courage that sets an organization and its members apart.
MANAGEMENT AND ORGANIZATION, GROUP FORMATION, ORGANIZATIONAL BEHAVIOUR, GROUPS, KINDS OF GROUPS, GROUP VS TEAM, REASONS OF GROUPS FORMATION, IMPORTANT CHARACTERISTICS OF INDIVIDUALS IN A GROUP, STAGES OF GROUP FORMATION, PURPOSE AND STRUCTURE OF THE GROUP, ORGANISATIONAL BEHAVIOR
Navigating the Ethical Dilemmas of BuildingTim Cadman
* Values underpin ethics, ethics underpin integrity
* Integrity refers to the extent to which actions of the building and construction industries accord with stated intentions (‘public institutional justification’)
- subject to issues of consistency, coherence, context and contingency
- The more these accord one with another, the fuller or more comprehensive the institutional integrity
* Quality of governance, institutional integrity and regulatory frameworks (voluntary & mandatory standards) are critical to ensuring legitimacy (credibility, trust, quality, efficacy) of the building and construction industries, in the light of recent failures, particularly in NSW, Australia.
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.
Describes how human resources could shift from an administrative function that manages staff transactions to the center of an organization's business by managing communities and social networks.
Dayo Sowunmi's slidedeck: Defining and Ethical Baseline. International Leadership Association (ILA) 21st Annual Global Conference. Ottawa, Canada. October 2019
Describes four levels of knowledge capture: eliciting from individuals, harvesting from communities, gathering from networks, and exploring cyberspace.
An enterprise architecture approach is used to integrate social, business, technological, and knowledge structures. A social interaction framework (sharing, collaboration, negotiation, and competition) provides an example of the process.
Describes organizational learning as a five-stage process: individual learning, (cognition), community validation (collaboration), organizational structuring (bureaucracy), formal authorization (decision making), and changes to business processes or products (adaptation).
Describes a four-quadrant framework for managing social interactions: sharing, collaboration, negotiation, and competition. The framework extends knowledge management beyond the domain of compatible goals to include conflicting goals.
Describes a knowledge agenda that extends knowledger management beyond it's traditional boundaries in an organizational context. Considers the extent to which knowledge and knowledge work can be managed.
ExplainsDescribes how KM can support policy development by:
* increasing productivity
* retaining corporate memory
* leveraging value
* increasing capacity
* engaging diversity
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
3. Social Interaction Framework
Interests
Mutual
Autonomous
Work Group
Community
Network
Conversation
Posting
Publication
Purchasing
Contracts
Merger
Sports
Business
Military
Goals
Compatible Conflicting
Collaboration
peer production
partnership approach
high trust
diverse, synergistic
Sharing
leverage knowledge
passive approach
some trust
benign, supportive
Negotiation
mutual agreement
adversarial approach
some trust
structured, formal
Competition
defence or victory
aggressive approach
no trust
secretive, hostile
Unclear
3
4. 18 Primary Social Science Authors Reviewed*
• Individual trust: Mayer, et. al. (1995); Stoyko (2013)
• Organizational trust: Covey (2006); Kimmel (2014)
• Societal trust: Schneier (2012)
• Engagement: Pink (2009); Stoyko (2010); Gebauer and Lowman (2008)
• Communities of Practice: Wegner et. al. (2002); St. Onge and Wallace (2003)
• Social interaction: Simard, (2013)
• Knowledge management: Dalkir (2005); Simard and Jourdeuil (2013)
• Emotional intelligence: Cooper and Sawaf (1996); Cherniss and Goleman (2001)
• Organizational culture: Kotter and Heskett (1992); Kotter (2002); Cox (1993)
• Leadership: Zand (1997)
4* Total of 75 authors referenced
5. Literature Survey Results
• 1,200 terms and phrases found
• 90% used only once; 5% used twice
• Only a handful used 5 times or more
• Little consensus in the literature
• Little holistic understanding
• Little help for describing KM social context
5
7. Organizing Process
• Create lists of terms by author
• Find related terms (similar, contrasting, sequential)
• Classify terms (attributes, indicators, actions)
• Organize into named groups
• Add terms to small groups
• Split and rename large groups
• Organize into framework
7
8. Definitions
• Criteria: Name of a group of terms that captures the essence of
what makes the group a whole.
• Attribute: Characteristic of a criteria that is normally not observable
or manageable.
• Indicator: Characteristic of a criteria that is normally observable and
manageable.
• Action: Executing a management decision to undertake an activity
that affects an indicator.
Individual criteria are not defined (what they are). They are
described (what they look like) through the set of terms that are
associated with the criteria.
8
10. Organizational Social Context Framework
Organization
Group
Individual
Trust
Factors
Criteria
Indicators
Management
10
Leadership
11. Prioritizing Decision Model
Holistic approach, one criteria at a time
11
Flow
through
Action
?
Yes
No
Legend
Start
End
Ind. Mgt.
Ind.
Ind.
Mgt.
Mgt.
16. Organizational Scale Context
Prioritization
Organizational
Culture Actions
Controlling Culture
Actions
Enabling Culture
Actions
Culture Change
Actions
Management
Organizational
Culture Indicators
Controlling Culture
Indicators
Enabling Culture
Indicators
Culture Change
Indicators
Indicator
Culture
Change
Criteria
Organizational
Culture
Controlling
Culture
Enabling
Culture
Next
Component
low
low
high
high
high
low
low
high
Previous
Component
Priority
Employee
Practices
Cultural
Leadership
Cultural Leadership
Indicators
Cultural Leadership
Actions
low
low
Employee Practice
Indicators
Employee Practice
Actions
high
high
17. Organizational Scale Attributes, Indicators & Management (1)
Criteria / Attributes Indicators* Management*
Organizational Culture
Shared values, norms, attitudes
Shared vision, ideology, beliefs
Shared assumptions, models
Shared principles, practices
Organizational memory, essence
Common direction
Diversity, differences
Social environment, context
Symbols have meaning
Perceptions
Social differentiation
Social behavior
Rituals, artifacts
Transmitted through stories
Social practices, pressure
Corporate understanding
Symbolic actions
Leaders provide cues
Decisions communicate values
Leaders telegraph values
Rewards send messages
Praise / criticism show values
Reward desired behavior
Practice espoused values
Promote shared values
Promote desired behavior
Match words and practices
Model values and behavior
Increase cultural awareness
Increase understanding
Communicate values
Recognize accomplishments
Mentor new employees
Controlling Culture
Authoritative hierarchy
Resistant to change
Laws, rules, policies
Inflexible structure
Institutions
Morality
Intergroup conflict
Prejudice, ethnocentricity
Common responsibility
Organizational structure
Central goals
Stability, order
Institutional bias
Command, control
Compliance, enforcement
Security
Pluralism / monolithic
Bureaucracy
Mercenary
Fragmented
Arrogance
Insular, intolerance
Discrimination, stereotyping
Social contract, moral pressure
Institutional pressure
Loopholes, interpretation
Implement rules, codes
Match strategy to culture
Develop policies, Guidelines
Balance pressures
Apply proportional penalties
Clarify expectations
Require compliance
Issue regulations
Prevention, coercion
Detection
Intervention
Recovery
Punish, penalize wrongdoing 17
18. Organizational Scale Attributes, Indicators & Management (2)
Criteria / Attributes Indicators* Management*
Enabling Culture
Responsible autonomy
Adaptive, agile
Values, ethics
Social responsibility
Environmental responsibility
Continuous learning
Social development
Sense-making mechanism
Binds the organization
Stable but not static
Culture evolves naturally
Good corporate citizenship
Delegated decisions
Negotiated agreements
Creative, innovative
Holistic perspective
Multicultural, diverse
Network structure
Consensus building
Freely shared information
Frequent input, feedback
Collaborative work
Informal integration
Be environmentally responsible
Provide guidelines
Have mutual goals, expectations
Manage with empathy, honesty
Promote sharing, collaboration
Create safe-fail environment
Encourage innovation
Stress employee ownership
Match work to passions
Earn trust continuously
Seek feedback, listen to ideas
Ask for help & advice
Culture Change
Change weakens culture
Passed between generations
Generational differences
Cross-generation transfer
Interdependence
Culture perpetuates itself
Social interactions over time
Underlying drivers
Lengthy process
Evolution, cultural drift
Changing environment
Leadership is key
Change is hard, difficult
No pain, no change
Culture linked to power
Power is required
Must change everything
Management
Organizational readiness
Positive role models
Resistance to change
Create sense of urgency
Communicate need for change
Analyze need, research
Establish guiding coalition
Solicit political sponsorship
Create vision, strategy
Empower, involve employees
Short-term wins
Consolidate, reinforce gains, integrate in
systems
Anchor, institutionalize change 18
19. Organizational Scale Attributes, Indicators & Management (3)
Criteria / Attributes Indicators* Management*
Employee Practices
Worker relationships, attitudes
Diversity
Demographics, trends
Retention
Work experience
Organizational knowledge
Work-life balance
Employee well-being
Desire to learn
Worker interactions
Insight to attitudes
Hiring, staffing
Work environment
Organizational awareness
Involvement
Work assignments
Career advancement
Know demographics & trends
Gather employee input
Measure diversity, interactions
Employee retention practices
Engage employees
Match employees to culture
Match work to proficiency
Be interested in employees
Value, appreciate employees
Cultural Leadership
Emotional intelligence
Charisma, presence
Leadership style
Accountability, responsibility
Organizational role
Situational pressure
Broad view, vision
Leading, managing
Understanding, expertise
Confidence, trust
Risk tolerance
Previous experience
Belief system
Self-interest
Power, agenda
Decision making
Goal-setting
Approving
Endorsing, promoting
Guiding
Leading
Supporting, enabling
Challenging
Dictating, directing
Ordering, controlling
Commanding
Consulting
Concurring
Enforcing
Reviewing
Approve, endorse behavior
Lead by example, guidance
Promote desired behavior
Seek counsel, collaborate
Consider expert advice
Champion ongoing education
Personally interact with workers
Emphasize growth opportunities
Provide a safe-fail environment
Treat people with respect
Communicate honestly, often
Give people freedom
Be fair with everyone
Inspire employees
Provide incentives
19
22. Criteria Indicators* Management*
Similarity Shared values
Shared mental models
Shared assumptions
Convergent interests
Consensus, agreement
Solidarity, cohesion
Create mutual agenda
Balance similarity / diversity
Promote teamwork, cooperation
Ensure participant equality
Encourage meritocracy of ideas
Validate models, assumptions
Positive Perception Perceived safety
Willingness to trust
Trustor / trustee views
Different perceptions
Provide a safe environment
Recognize different propensities
Adapt to different relationships
Positive Reputation Good reputation
Integrity, honesty
Reliable
High confidence
Integrity, trustworthiness
Accomplishments
High productivity
Competence, ability
Demonstrate respect
Establish feedback process
Recognize - act on feedback
Right wrongs
Deliver results, keep commitments
Practice accountability
Confront reality
Positive Trust Behavior Openness, honesty, candor
Participation, commitment
Dialogue, conversation
Loyalty, fidelity
Compassion, caring,
Benevolence, forgiving
Judgment
Dialogue, conversation
Be transparent, be open
Be honest, full disclosure
No hidden agenda, talk straight
Be caring
Don’t disclose private information
Show loyalty
Listen first
Reward good trust behavior
22
Positive Individual Trust Indicators & Management
23. Using the Framework To
Identify Priority Issues
• Consider the whole, one criteria at a time
• Senior group may eliminate unimportant
groups and criteria
• Host a workshop to prioritize criteria
• Divide the criteria into multiple teams
• Each team prioritizes their criteria
• Teams report their priorities and reasons
• Workshop selects one to three top criteria
23
24. To Summarize
• Terminology is highly diverse
• Holistic understanding is limited
• Social context is complex
• Social context can be structured
• Key issues can be identified
Framework is only a beginning;
much work is needed
24